Government & Health Technologies Forum August 31, 2005 Stefanie Couture & Stephanie Ashton

1. 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

2. 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

3. 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

4. Who Needs to be Involved? • Senior Management as Champions • Client Representatives • Current Service Representatives • Information and Technology Delivery Representative • Middle Management- Key!

5. 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?

6. 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

7. 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

8. 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.

9. 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

10. 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.

11. 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

12. 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

13. 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

14. Canadian Heritage – eServices Branch CAVCO Case Study Stephanie Ashton Director, Service Improvement and Government Online, eServices Branch, Canadian Heritage

15. 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

16. 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!

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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