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Service Improvement - Effective Use of the Common Measurement Tool (CMT) A Case Study – Canadian Heritage. Government & Health Technologies Forum August 31, 2005 Stefanie Couture & Stephanie Ashton. Presentation Overview. Part 1 – Stefanie Couture Why you are here today

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service improvement effective use of the common measurement tool cmt a case study canadian heritage

Service Improvement - Effective Use of the Common Measurement Tool (CMT)A Case Study – Canadian Heritage

Government & Health Technologies Forum

August 31, 2005

Stefanie Couture & Stephanie Ashton

presentation overview
Presentation 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
why you are here today to improve your service
Why 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
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!
service improvement lifecycle
Service 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?

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
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
step 2 client preferences how to ensure client satisfaction
Step 2 – Client Preferences 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:
    • Timely service
    • Staff knowledge and competence
    • Staff courteous
    • Fair Treatment
    • 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.
step 2 cmt how to get started
Step 2 – CMT: How to Get Started
  • Establish your research objectives,
  • Identify your sample population,
  • Design your questionnaire using the CMT Guide
    • Choose Core Questions
    • 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
    • Design and add custom questions
    • Finalize your questionnaire
cmt example core questionnaire
CMT Example – Core Questionnaire
  • 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.

step 2 client preferences cmt results

Gap

Expectations

Service

Step 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
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
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

canadian heritage eservices branch
Canadian Heritage – eServices Branch

CAVCO Case Study

Stephanie Ashton

Director, Service Improvement and Government Online,

eServices Branch, Canadian Heritage

a snapshot of internet use in canada
A 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

pch and cavco overview
PCH 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!
canadian heritage and service improvement
Canadian 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
step 1 current state of cavco

Current State

CAVCO

Client Interaction w/PCH

Channel

Volume

40%

Phone

83%

Mail

13%

Internet

In-Person

3%

Step 1 – Current State of CAVCO

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

step 2 client preferences cmt

Current Situation plus CMT Results

Client Preference-CMT

Client Interaction w/PCH

Channel

Volume

Channel

Volume

Internet

91%

40%

Phone

Phone

43%

83%

Mail

Mail

13%

1%

Internet

In-Person

In-Person

3%

3%

Step 2 - Client Preferences - CMT
  • Generated and established by the CMT
  • Represents reality and client preferences
cmt benefits
CMT - 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
cmt challenges
CMT – 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
step 3 process mapping business transformation results

Benefit

Without Investment

Invest (est. $500K – $700K)

Cost

Process cost reduction estimated $85K annually

Further process cost reduction estimated $541K annually

Efficiency

Process flow time reduced by an estimated 1 week

Process flow time reduced by an estimated 9 weeks

Quality

Process quality up 10 – 15%

Process quality up 10 – 15%

Step 3 – Process Mapping/Business Transformation Results

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
step 4 desired state for cavco

Client Interaction w/PCH

Client Preference

Channel

Volume

Channel

Volume

Current Situation

Potential Vision

Internet

Internet

100%

40%

91%

Over-all Process

Phone

Phone

Phone

43%

83%

43%

Channel

Volume

Mail

Mail

Mail

13%

1%

1%

In-Person

In-Person

In-Person

3%

3%

3%

Internet

Step 4 – Desired State for CAVCO

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
conclusion
Conclusion
  • 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
contact information
Contact Information

Discussion

Stephanie Ashton, Director, Canadian Heritage

stephanie_ashton@pch.gc.ca

819 – 934-1336

Stefanie Couture – Senior Consultant

couture@systemscope.com

613 – 230-8330 ext. 300