eOdisha Summit 2014 - eGovernance in Odisha... - SK Panda, SIO, National Informatics Centre (NIC)
SK Summit 3.0_Roda_Mc_innis_Contractor
-
Upload
sasksummit -
Category
Business
-
view
151 -
download
3
Transcript of SK Summit 3.0_Roda_Mc_innis_Contractor
1
Roda McInnis ContractorInstitute for Citizen Centred Service
The move to Citizen Centric Services in Canada
2
Citizen-Centred Service Delivery:
Canada’s Journey
Roda McInnis ContractorInstitute for Citizen-Centred Service
Regina, Saskatchewan, CanadaApril 24, 2012
Agenda• Introduction
– Institute for Citizen-Centred Service
• The Service Delivery Agenda in Canada– Meeting Expectations of
Canadians– “Citizen-Centred” Service– Drivers of Satisfaction – Service Delivery Strategies
• Access• Timeliness• People and Culture• Innovation and Adoption
• Lessons Learned
Copyright ICCS 2012 3
Who Are We?
Institute for Citizen-Centred Service (ICCS) is a not-for-profit organization created and supported by the three orders of government in Canada
What we do: Support two National Service Delivery Councils
Public Sector Service Delivery Councils Public Sector Chief Information Officer Council
Manage an inter-governmental action research agenda Gather, preserve, disseminate knowledge and innovative practices Provide universally applicable tools and learning content:
• Common Measurements Tool• Service Certification and Learning Programme
Build public sector capacity
Copyright ICCS 2012 4
We start with research
• Citizens First • Regular national study of
Canadians’ views of service delivery: – Service Expectations– Service Quality (specific
experience)– Service Reputation– Drivers of Satisfaction– Longitudinal Benchmarks
• Taking Care of Business• Answering the Call• Clients Speak• Public Sector Service Value
Chain
Copyright ICCS 2012 5
55
2422
0
102030405060
Easier Same More Difficult
Citizens recognize that governmenttask is more difficult...
Do governments have an easieror more difficult taskthan the private sector?
3
40
57
0
102030405060
Better Same Worse
Still, they expect as good orbetter service from government
What quality of service should you get from governments,versus the private sector?
percent percent
Citizens’ Expectations of Service Quality
Copyright ICCS 2012 6
Trends in service quality, 1998-2010
7
Citizens First:18 federal services
TCOB:equivalentservices
Service Quality(1-100)
7Copyright ICCS 2012
The Concept of Citizen-Centred Service
Copyright ICCS 2012
“Citizen-Centred Service incorporates citizens’ concerns at every stage of the service design and delivery process; that is, citizens’ needs become the organizing principle around which the public
interest is determined and service delivery is planned.”
Deputy Ministers’ Task Forceon Service Delivery Models (1996)
8
Five drivers are the key to customer satisfaction
The research shows that five drivers account for customer satisfaction across the full range of Canadian government services:
– Ease of access
– 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”
– Citizens’ recent experiences with public
servicesAll jurisdictions 9
Copyright ICCS 2012
Five Drivers of Satisfaction
• When all five drivers are performed well, service satisfaction scores 87 out of 100
• When one driver fails the score drops to 74/100, when four fail – 37/100 (CF3)
• Timeliness is most important driver across all services
10Copyright ICCS 2012
Key Responses by Canadian Governments
• Access– Single Window Service
Agencies/Departments – Co-located services– Relocation of offices– “No Wrong Door”– Multi-channel service (web,
in-person, phone)• Timeliness
– Automation (e-government)– Self-service– Service standards– Process redesign
• Knowledge/Extra Mile– Job redesign– Training, training, training– Tools– Compensation– Recruitment– Transition to a service
culture• Fairness
– Values and ethics training• Outcomes
– Performance measurement• Customer service
measurement using CMT
11Copyright ICCS 2012
Access is a Key Issue
• Finding the Service• Accessing the service
12
The Strategic Response - Access• The last decade has witnessed a movement nation-wide to respond to
demands of Canadians for services that meet their expectations for service excellence, that is “easy to find, easy to understand and easy to use”
• Key responses by governments:1.Single Window Service Departments/Agencies ServiceOntario (2004)
Service New Brunswick (Crown Corp. 1992) Access Nova Scotia (mid 1990s) Services Québec (2002) Service B.C.(2000) Government Services NL (2003) Access PEI (late 1990s) Service Canada (2005)
Copyright ICCS 2012 13
The Strategic Response - Access
2. Whole of Government “No Wrong Doors” or Service Improvement Initiatives. e.g. Federal Government,
Quebec, Manitoba, Alberta, Saskatchewan, Regions of Peel, Waterloo, Halton, and various large municipal governments.
Copyright ICCS 2012 14
The Strategic Response - Access
3. Increased deployment of integrated (joined-up) service delivery units (e.g. Regional Health Authorities, Social Services, Business Services, Post Secondary Training and Regulatory Agencies).
Copyright ICCS 2012 15
The Strategic Response - Timeliness
• Service standards for common services
• Service Guarantees
• E-Government– Information– Submission– Transactional (file,view,pay)– Multiple services (My
Account) http://www.cra-arc.gc.ca/esrvc-srvce/tx/ndvdls/qckccss/menu-eng.html
16Copyright ICCS 2012
The Strategic Response - Timeliness
4. Investing in and leveraging Information Technology• On-going and increased use of multi-channel service
delivery systems (Web, Phone, in-person) and citizen/customer relationship management tools (CRM, case management systems)
Copyright ICCS 2012 17
The Strategic Response - Staff
5. Investing in staff to:- Improve service- Create and nurture a
strong “service” culture- Improve knowledge, skills
and ability of front-line, supervisors and managers
- Pay for knowledge- Provide tools to get job
done- Manage change well- Professionalize Service
Management
Copyright ICCS 2012 18
The Strategic Response – Staff Knowledge / Going the Extra Mile
• Building a strong service culture– Service Canada – Service Canada College – ServiceOntario – Living the Brand– Region of Peel – “Common Purpose”– ICCS – Certification and Learning Program
19
The Strategic Response – Central Management within Jurisdictions
6. Central Policy Framework.– Service policy, guidelines
and/or standards– Performance Measurement
• Improvement Targets• CMT• Customer Service
Standards • Annual Performance
Measurement and Reporting
• Senior and Middle Management Performance Management
Ontario – Service Directive 2009All ministries must:• Adopt and meet the OPS Common
Service Standards• Establish and communicate, to
customers, program-specific service standards for services offered
• Obtain Treasury Board/Management Board of Cabinet approval if proposing to adopt a Service Guarantee
• Monitor and measure the quality of service provided
• Communicate to customers the actual quality of service provided
• Identify and implement service improvements
• Adhere to all relevant legislative requirements
Copyright ICCS 2012 20
The Strategic Response - Collaboration
7. Promoting Innovation, Adaptation and Adoption– Create infrastructure and
networks to foster collaboration, benchmarking and learning
• Public Sector Service Delivery Council
• Public Sector Chief Information Officer Council
• Institute for Citizen-Centred Service
Copyright ICCS 2012 21
The Strategic Response – Inter-Jurisdictional Collaboration
Joint Councils
Public Sector Service Delivery Council (PSSDC)
Public Sector Chief Information
Officer Council (PSCIOC)
Cabinet Secretaries
Federal/Provincial/Territorial Deputy
Ministers’ Table on Service Delivery
Collaboration
Institute for Citizen-Centred Service (ICCS)
22
Common Patterns of Evolution in the Canadian Service Delivery Journey
• Impetus• Cost containment, economic development, competitiveness, service improvement,
political visibility
• Weak, limited mandates are strengthened• Co-location, cooperation, collaboration, integration• Cooperation to department to agency to crown corporation
• Centralization of registries, focus on business and basic transactions as base of revenue and investment
• Land titles, property, companies office, vital statistics• Re brand as Single Window Service (in person, web, call-centres)
• Capabilities mature, breadth and depth of services expanded• Organization culture transformed, demonstrated delivery and cost savings,
government moves more services to service agency/department
• Organizations are asked to deliver services in non-traditional fields• Shared IT and HR Services• Workplace, Employment, Labour
23Copyright ICCS 2012
Integrated Service Delivery in Canada : A Model
Purpose
Structure
Multi Channel
Integration
No Channel Integration
One Stop Shops
Convenience and access to wide
range of related and unrelated services
Gateways Single window Info & Referral
Owner
Delivered
Co-location
Shared Delivery
Delegated Delivery through
Corporate Service Utility
Delegated Delivery through another Service
Provider
Integration of two or more Channels
Full CRM Capabilities (e.g. CRA My Account)
Seamless ServicesSingle-window access to
related information, referral and services across jurisdictional lines
24Copyright ICCS 2012
Lessons Learned
• Visionary leadership is essential• Listening to the voice of the citizen (i.e. service
expectations and actual experience) is vital• Research must be action-based• On-going measurement is critical to facilitating
adjustments and sustaining engagement.• Success rests on developing, nurturing and sustaining a
spirit of community of partnership and collaboration• Creation of a neutral platform for horizontal collaboration
such as the ICCS is very important• Need to innovate, try new business processes, utilize new
technologies, experiment with new business models, take risks.
25Copyright ICCS 2012
Contact Us
Institute for Citizen-Centred Service (ICCS)
Website: www.iccs-isac.org
Email: [email protected]
Telephone: (1) 416-327-0786
26