1 Achieving Continuous Improvement in Client Satisfaction Brian Marson and Faye Schmidt Service and...

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Achieving Continuous Improvement in Client Satisfaction

Brian Marson and Faye Schmidt

Service and Innovation,

Treasury Board Secretariat of Canada

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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

81%

86%

84%

88%

70

74

78

82

86

90

1995-96 1996-97 1997-98 1998-99

% o

f cli

en

ts s

ati

sfi

ed

Client Satisfaction with IDEA - SME Program

Quality of Service in General

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Example: Environment Canada

Prairie and Northern Region (HR Branch)

83%

51%

64%

81% 81%

87%

40

50

60

70

80

90

1990 1991 1992 1994 1997 1999

% S

ati

sfi

ed

Cli

en

tsClient Satisfaction with HR Services

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

500

520

540

560

580

600

620

640

660

680

700

96-4 97-1 97-2 97-3 97-4 98-1 98-2 98-3 98-4 99-1 99-2

Ind

ex V

alu

e

National Accts.

Premier Accts.

Business Accts.

Residential

NATIONAL PERFORMANCE TREND

NewContract

SurveyChanges

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

Quality RatingsKnowledge, Competence

Courtesy, Comfort

Fair treatment

Outcome

Timeliness

Timeliness Is By Far The Most Powerful Driver - When One

Driver Fails, It Is Most Often Timeliness

Source: Erin Research Inc. Citizens First, 1998.

Five Key Drivers of Citizen Satisfaction

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Results-based Service ImprovementPlanning and Implementation

Set Targets & Develop Service

Improvement Plan

Measure Clients’ Expectations &

Priorities

Implement, Monitor, Measure & Ensure

Accountability

Where Are We Now?

Where Do OurClients Want Us To Be?

How Will WeGet There?

How Do We MakeIt Happen?

Measure Clients’Satisfaction

StaffInvolvement

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Staff

Involvement

Where Are We Now?

Where Do Our

Clients Want Us to Be?

How Will We

Get There?

How Do We Make

It Happen

Set Targets & Develop Service Improvement

Plan


Priorities


Accountability

Measure Clients’SatisfactionMeasure Clients’ Satisfaction

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

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Staff

Involvement

Where Are We Now?

Where Do Our


How Will We

Get There?

How Do We Make

It Happen


Plan


Priorities


Accountability



Priorities


Measure clients’ expectations and identify priorities for service improvement

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Staff

Involvement

Where Are We Now?

Where Do Our


How Will We

Get There?

How Do We Make

It Happen


Plan


Priorities


Accountability



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.


Plan

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Where Are We Now?

Where Do Our


How Will We

Get There?

How Do We Make

It Happen


Plan


Priorities


Accountability


Staff

Involvement


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.


Accountability

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Service Improvement InitiativeImplementation

– 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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Improving Citizen Satisfaction: The Implementation Process

LEAD DEPARTMENTS •Set annual 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

PHASE THREEAnnual DepartmentalService ImprovementPlanning & Reporting

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

performance reports

•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

ALL DEPARTMENTS

…...Clear and measurable service satisfaction goals

PHASE TWOAll Departments Measure

Client Satisfaction and Plan Improvements

PHASE ONEImplementation

of the SII Guidelinesin Lead Departments

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

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Together, improving citizen satisfaction,

…a new focus and measure of success.

1 Achieving Continuous Improvement in Client Satisfaction Brian Marson and Faye Schmidt Service and...

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