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Achieving Continuous Improvement in Client Satisfaction. Brian Marson and Faye Schmidt Service and Innovation, Treasury Board Secretariat of Canada. Management Commitments. The Results for Canadians management philosophy is based on four commitments: citizen focus values

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Achieving continuous improvement in client satisfaction l.jpg

Achieving Continuous Improvement in Client Satisfaction

Brian Marson and Faye Schmidt

Service and Innovation,

Treasury Board Secretariat of Canada


Management commitments l.jpg
Management Commitments

  • The Results for Canadians management philosophy is based on four commitments:

    • citizen focus

    • values

    • responsible spending

    • achieving results


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Citizen-Centred Service and the Management Board Agenda

  • Better service for Canadians is central to this Agenda.

  • To achieve it, the Government of Canada is implementing three major initiatives to:

    • Focus directly on client satisfaction

      Service Improvement Initiative

    • Improve citizen access

      Service Canada

    • Modernize service delivery

      Government On-line


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Policy Framework

  • All departments and agencies directly serving citizens will adopt a systematic approach to service improvement planning integrated with their annual business planning process;

  • Client satisfaction will be measured at least annually for key services to the public using the Common Measurements Tool metrics; set a minimum 10% client satisfaction improvement target, to be achieved over the next five years;

  • Targets and performance against targets (client satisfaction and service standards) will be measured and reported annually in departments’ RPP/DPR documents;

  • Accountability for results, “from Clerk to clerk”;

  • TB President’s Awards will be established for excellence in improving client satisfaction


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Service Improvement Initiative:Improving Service Performance

  • In May, 2000 Treasury Board approved the Service Improvement Initiative and a policy framework for a results-based approach to continuous service improvement

  • The initiative and policy framework are based on the recommendations of an interdepartmental committee on service improvement (ACSI) and will continue to be driven by the service community


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Service Improvement Initiative:Improving Service Performance

  • The Committee found that public sector best-practice organizations use a results-based approach to continuous improvement of client satisfaction, integrated with the annual business planning process

  • Analysis of 260 departmental examples suggests:

    • targeted service improvement planning exists in pockets;

    • client satisfaction rates have increased by up to 40%;

    • a systematic results-based approach is not widespread.


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Example: Canada Economic Development

Client Satisfaction with IDEA - SME Program

Quality of Service in General


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Client Satisfaction with HR Services

Example: Environment Canada

Prairie and Northern Region (HR Branch)


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Example: Continuous Improvement in Client Satisfaction at the US Postal Service

700

680

660

640

620

National Accts.

600

Index Value

Premier Accts.

580

Business Accts.

Residential

560

540

520

500

96-4

97-1

97-2

97-3

97-4

98-1

98-2

98-3

98-4

99-1

99-2

NATIONAL PERFORMANCE TREND

New

Survey

Contract

Changes


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Five Key Drivers of the US Postal ServiceCitizen Satisfaction

Timeliness

Five Key Drivers of Citizen Satisfaction Explain 70% of the Variance in Service Quality Ratings

Courtesy, Comfort

Knowledge, Competence

Timeliness Is By Far The Most Powerful Driver - When One Driver Fails, It Is Most Often Timeliness

Fair treatment

Outcome

Source: Erin Research Inc. Citizens First, 1998.


Results based service improvement planning and implementation l.jpg

Measure Clients’ the US Postal Service

Satisfaction

Measure Clients’ Expectations & Priorities

Set Targets & Develop Service Improvement Plan

Implement, Monitor, Measure & Ensure Accountability

Results-based Service ImprovementPlanning and Implementation

Where Are We Now?

Where Do Our

Clients Want Us To Be?

Staff

Involvement

How Will We

Get There?

How Do We Make

It Happen?


Results based service improvement planning and implementation12 l.jpg

Measure Clients’ the US Postal Service

Satisfaction

Where Are We Now?

Measure Clients’ Expectations & Priorities

Where Do Our

Clients Want Us to Be?

Staff

Involvement

Set Targets & Develop Service Improvement Plan

How Will We

Get There?

Implement, Monitor, Measure & Ensure Accountability

Measure Clients’ Satisfaction

How Do We Make

It Happen

Results-based Service ImprovementPlanning and Implementation

Departments and agencies with significant direct service delivery activities will:

Adopt a comprehensive continuous improvement planning and implementation approach

Establish documented baseline measures of client satisfaction for key services to the public using Common Measurements Tool metrics


Results based service improvement planning and implementation13 l.jpg

Measure Clients’ the US Postal Service

Satisfaction

Where Are We Now?

Measure Clients’ Expectations & Priorities

Where Do Our

Clients Want Us to Be?

Staff

Involvement

Set Targets & Develop Service Improvement Plan

How Will We

Get There?

Implement, Monitor, Measure & Ensure Accountability

Measure Clients’ Expectations & Priorities

How Do We Make

It Happen

Results-based Service ImprovementPlanning and Implementation

Departments and agencies with significant direct service delivery activities will:

Measure clients’ expectations and identify priorities for service improvement


Results based service improvement planning and implementation14 l.jpg

Measure Clients’ the US Postal Service

Satisfaction

Where Are We Now?

Measure Clients’ Expectations & Priorities

Where Do Our

Clients Want Us to Be?

Staff

Involvement

Set Targets & Develop Service Improvement Plan

How Will We

Get There?

Implement, Monitor, Measure & Ensure Accountability

Set Targets & Develop Service Improvement Plan

How Do We Make

It Happen

Results-based Service ImprovementPlanning and Implementation

Departments and agencies with significant direct service delivery activities will:

Set explicit targets to increase citizen satisfaction with government services - a minimum objective of 10% improvement by 2005 compared to 1998 Citizens First, or organizations own year 2000 baseline survey

Adopt and publish core service standards for each service channel that are linked to clients’ expectations

Prepare annual service improvement plans based on clients’ priorities for service improvement.


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Implement, Monitor, Measure & Ensure Accountability the US Postal Service

Implement, Monitor, Measure & Ensure Accountability

Results-based Service ImprovementPlanning and Implementation

Departments and agencies with significant direct service delivery activities will:

Monitor, measure, and report results as part of the annual RPP/DPR reporting cycle using common government-wide metrics including:

  • service standards for key public services;

  • performance against these standards;

  • annual improvement in client satisfaction;

  • progress towards satisfaction targets.

    Incorporate results-based service improvement accountability for managers into existing performance management systems, commencing with DMs.

Measure Clients’

Satisfaction

Where Are We Now?

Measure Clients’ Expectations & Priorities

Where Do Our

Clients Want Us to Be?

Staff

Involvement

Set Targets & Develop Service Improvement Plan

How Will We

Get There?

How Do We Make

It Happen


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Service Improvement Initiative the US Postal ServiceImplementation

  • ADM Steering Committee (ACSI) will guide the implementation of the initiative

  • Overall government -wide objectives will be balanced with the need for departmental flexibility by allowing departments to set:

    • the pace and rollout toward 5 year objective

    • service standards and monitoring

    • satisfaction targets for program and service level

  • TBS will provide support, tools and lessons learned


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2000-2001 the US Postal Service

2002-2005

PHASE ONE

Implementation

of the SII Guidelines

in Lead Departments

PHASE THREE

Annual Departmental

Service Improvement

Planning & Reporting

  • LEAD DEPARTMENTS

  • Establish client satisfaction baseline benchmarks;

  • Service Improvement Plans based on client priorities;

  • Set targets for satisfaction improvement;

  • Action on key client priorities

  • Identify, monitor and report performance against service standards;

  • ALL DEPARMENTS

  • Identify and report on client-driven service standards

  • Establish client satisfaction baseline benchmarks

  • PCO

  • DM accountability accords

    • Dept’s report progress towards 10% improvement targets in annual performance reports

    • ALL DEPARTMENTS

    • Set annual client satisfaction targets

    • SI Plans based on clients’ priorities

    • Action on clients’ service priorities

    • Report on performance against client-driven service standards

    • Dept’s measure client satisfaction annually using CMT metrics

    Improving Citizen Satisfaction: The Implementation Process

    2001-2002

    PHASE TWO

    All Departments Measure

    Client Satisfaction

    and Plan Improvements

    • LEAD DEPARTMENTS

    • Setannual targets for

    • client satisfaction improvement

    • Service Improvement Plans based

    • on clients’ priorities

    • Action on key clients’ priorities

    • Report on performance against

    • service standards

    • Report client satisfaction

    • against baseline

    • ALL DEPARTMENTS

    • Set annual targets for client satisfaction

    • SI Plans based on client priorities

    • Action on key client priorities

    • Report performance against

    • client- driven service standards

    • TREASURY BOARD

    • Standards/Results in President’s Report

    • Initiate President’s Service Award

    …...Clear and measurable service satisfaction goals


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    Together, the US Postal Service improving citizen satisfaction,

    …a new focus and measure of success.


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