Innovative Citizen-Centred Services Through Collaboration Bernadette De Souza

1. Innovative Citizen-Centred Services Through Collaboration Bernadette De Souza Program Director, Institute for Citizen-Centred Service November 2009

2. “ … working with governments across Canada and around the world to improve citizen satisfaction with public sector service delivery…Canada's focus on self-examination and its relentless pursuit of user feedback have allowed it to continue to build what is clearly one of the world-leading customer-focused government programs …set[ting] the standard for the rest of the world.” - Accenture

3. Approach: A Strategic Focus • Canada established an innovative public institution, formed and funded by all three levels of government across Canada, and governed by a public sector Board of Directors – a Community of Practice where all jurisdictions are equal • Focus is on citizen engagement by identifying service needs and expectations, service satisfaction, and priorities for service improvement, and then working together to respond in practical, effective ways • Provides the horizontal platform for the public sector to take action in a collaborative, seamless, coordinated way, working together to achieve cost-effective solutions, higher levels of public trust, and higher levels of citizen satisfaction with government service delivery 2

4. Approach: A Strategic Focus • Brings together senior government executives in a common cause, having a significant impact on information technology/e-government and service manager communities and their performance • Creates the structure for these communities to work together to meet citizens’ needs in a very focused way • This strategy is seen to be a significant contributor to Canada’s success as a world leader in citizen-centred service • Result: Citizen satisfaction with service delivery is steadily rising in Canada

5. Collaboration is Key: A Secret to Canada’s Success • An essential part of Canada’s research-driven service improvement strategy – an inter-jurisdictional platform on which inter-governmental research is conducted, and through which expert knowledge is documented and disseminated • As a not-for-profit organization created in 2005, the ICCS is supported by: • The Public Sector Service Delivery Council (PSSDC), • The Public Sector Chief Information Officer Council (PSCIOC) and • Federal/provincial and municipal governments from across Canada

6. Government Transformation and the Public Sector Service Value Chain The Public Sector Service Value Chain* Strong services internally and externally contribute to confidence in the public service Internal Services Engaged Citizen Trust & Service & Supported Satisfaction Confidence Employees External Services Modern and Transformed Government 5 *Heintzman and Marson 2003

7. Research Agenda: Collaborative Interactive Research • Citizens First (1-5) • Taking Care of Business (1-3) • Answering the Call • Clients Speak • Public Sector Service Value Chain Research is the basis for service improvement!

8. Performance Measurement - Highlights from ICCS Research

9. Objectives • Assess government performance in providing services, comparing to previous years • Determine the factors that drive customer satisfaction • Identify priority areas for improvement, year over year • Monitor progress against key performance indicators • Understand privacy and security priorities of citizens • Focus on the experiences of persons with disabilities • Provide more insight into factors that contribute to confidence in government and in the public service

10. Research Methodology • All research is developed collaboratively by the service delivery community • Citizens First and Taking Care of Business are national surveys of 6,000 citizens or businesses in every Canadian province/territory designed to gain a deeper understanding of how they experience government services • This knowledge enables service leaders and providers to direct service improvements based on empirical evidence • The results presented in the reports are based on the weighted sample in which the number of respondents aligns with the actual population of the partner jurisdictions • Each iteration of the survey is designed to enable comparison of service quality scores with previous iterations

11. Tools Used: Listening to Citizens • Citizens First is a national survey of citizens across the country who use all levels of government services - published every two years to explore Government service delivery from the perspective of citizens – first launched in 1998 • Collaborative “Action Research”: Citizens First promotes regular interactive citizen engagement through citizen surveys, focus groups, and research reports to document citizens’ expectations, satisfaction, drivers of satisfaction, and citizens’ priorities for service improvement • Research results from Citizens First provide actionable recommendations that governments and service managers can use to improve service delivery to citizens

12. Tools Used: Listening to Business Clients Taking Care of Business was a landmark study published in 2004 that explored Government to Business service delivery from the perspective of the business community Taking Care of Business 2, published in August 2007, builds up information previously gathered and offers actionable recommendations to improve service to business Taking Care of Business 3 will be launched in 2009. It will build on previous studies and provide more actionable recommendations as governments strive to transform and improve services as they emerge from the global financial situation 11

13. Tools Used: Telephony - Answering the Call A Study in Contradictions • The telephone, dubbed the ‘People’s Channel’, is the most popular channel for accessing government services • Despite this, the telephone channel consistently delivers some of the lowest satisfaction scores 12

14. Tools Used: Common Measurements Tool(CMT) and Benchmarking • A bank of questions for public managers to help them engage clients, measure the right things, and improve service to citizens based on best practices • Managers use the CMT to construct a client satisfaction survey by selecting questions that meet the needs of their organization • CMT identifies a set of “core” questions that measure key drivers of satisfaction, based on knowledge gained through Citizens First research • Tool is used by public organizations to survey customers and benchmark against best-practice organizations

15. CMT: A Foundation in Research 14

16. Benchmarking Analysis and Methodology • Service Gaps: Understand the difference between what a client expects to get and how they perceive the actual service experience • Service Standards: Understanding what a client believes to be an acceptable level of service (e.g. waiting time, number of clicks) • Satisfaction/Importance Matrix: Assessing satisfaction scores relative to importance scores • Drivers of Satisfaction: Understanding what drives satisfaction in your service area

17. Research Results In Canada, five drivers account for customer satisfaction across the full range of government services, for both citizens and business: 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” Ease of access: critical issue including channel integration; integrated services Citizens’ recent experiences with public services 16

18. For Routine Services, Citizens Say… 17

19. The Internet has “come of age” The initial CF study (1998) had no questions about internet use – government services online were barely visible Today, internet use is practically on a par with visits to government offices and telephone use 47% of citizens used the internet during their “recent experience” Perhaps surprisingly, the internet is not displacing traditional channels. Citizens use the internet as a complement to, rather than as a replacement for, other channels 18

20. The People’s Channel Remains the Phone The people’s channel, the telephone, remains the most commonly used channel in government services In terms of satisfaction, walk-in offices and the internet rate high, while the phone continues to rate considerably lower Citizens have more access problems on the phone than in any other channel Busy lines, difficulty finding the right number, trouble with automated phone systems, difficulty understanding the person at the other end, and waiting on hold all contribute to frustration Solving phone problems is essential because these problems manifest themselves in lower overall ratings 19

21. Privacy and Security for Online Services Governments need to balance privacy and security with ease of access Concerns about internet security and identity theft have become more prevalent in recent years 20

22. Trends in Service Quality 21 NATIONAL RESULTS

23. Top 10 Priorities for Change Within the Telephone Channel • Telephone numbers that are easy to find • 1st call resolution • Faster service - reduced wait times • No busy signals • Well-trained, happy, caring service agents • No annoying messages • Eliminate IVR entirely -- if not, “0” option available • Voice messages returned quickly • Accountable, continuous service • Accurate, consistent service – quality control 22

24. The Path Forward: Best Practices The results of Citizens First and Taking Care of Business Studies are relevant to every member of the public service across Canada. They give service providers and their leadership critical intelligence on what citizens experience, expect, and want in terms of delivery of government services At a high level, action in 3 areas is paramount to successfully achieving a truly citizen-centred public service that delivers services responsively and responsibly: 1 Service Improvement 2 Research 3 Training and Communication 23

25. Best Practices • Action in three areas is key to successfully achieving a truly citizen-centered public service: • Make every service an excellent service: Improve public sector performance on the drivers of service satisfaction and the drivers of confidence in government • Put the latest research into action: Build empirically-grounded service improvement. Research the quality of the services your organization provides using the Common Measurements Tool and act on the findings • Provide training to develop service skills and knowledge: Governments should commit to developing excellent public service providers through professional training based on research and best practices

26. Best Practices: Define a Service Improvement Strategy The key to better service lies in improving performance on the 5 key drivers of satisfaction, especially timeliness To increase confidence in government and the public service, leaders and providers must focus on: Public service management (strong leadership and competent managers) Public service that is in touch with its communities Providing positive experiences with services Maintaining an honest and fair public service 25

27. Best Practices: Services Online The results of the surveys contain some considerations for the use of electronic channels in the public service: The internet is now nearly as prevalent as visits to government offices or the telephone and has become a channel of choice for many respondents – service providers must inform citizens about online offerings People who experience difficulty with access online often move to the telephone. Service providers that offer a help desk or call centre should record the details of access problems and offer feedback to web designers Given that use of the internet is growing, but use of other channels is stable, the internet is not replacing other channels. Service managers should now focus more closely on channel integration than migration 26

28. Best Practices: Research To build empirically-grounded service improvement, governments should continue to use research data from Citizens First and Taking Care of Business studies Each study should build on knowledge gained. Future studies should advance three priority areas: Refining the Confidence Model to include issues that affect citizen confidence in service delivery such as views of policy Tracking key information on service satisfaction and reputation as well as the patterns of channel utilization, privacy and security Benchmarking: As other countries are now licensing Citizens First and Taking Care of Business, future research projects will offer comparisons between international jurisdictions 27

29. Best Practices: Training and Communication Developing talented, responsive public service providers requires leadership, commitment, knowledge and training Leadership should be committed to empowering staff through training and coaching to achieve required knowledge and skills The ICCS Certified Service Manager Program provides a way to do this and enhance the links in the Service Value Chain between engaged employees, highly satisfied clients and greater confidence and trust in government and the public service Make research results and lessons learned available to staff, provide them with an overview of research findings and recommendations for service improvement that they can use in their day-to-day functions 28

30. Lessons Learned • Remain client-focused and responsive to client needs • A service culture is imperative to service improvement • Collaboration is key – consult, engage and partner with the community • Research is basis for service improvement - powerful if action oriented • Progress in incremental stages - start with baby steps - build credibility • Keep the Service Value Chain in the line of sight: research shows a 2% rise in employee engagement drives a 1% improvement in customer satisfaction • Constantly support the national agenda – political engagement is growing • Having an Institute in place facilitates wider and faster adoption and innovation

31. Contact Us www.iccs-isac.org info@iccs-isac.org 416-327-0786 Website: Email: Telephone: 30