Public Sector Reputation Index: The Civil Aviation Authority s Reputation Index results benchmarked against the wider public sector

Transcription

1 Public Sector Reputation Index: 2016 The Civil Aviation Authority s Reputation Index results benchmarked against the wider public sector

2 An increasing focus on public sector reputation In recent years more and more public sector clients have approached us wanting our help to understand how they re perceived. It is fundamental for us to have high levels of trust and integrity. It is both one of the biggest opportunities to transform the state services but also one of our biggest threats to our standing as the trusted state sector. - Ian Rennie, State Services Commissioner, 13 August 2013 Colmar Brunton

3 We saw a need for a better measure of reputation Positive reputation leads to: Increased compliance, reduced enforcement cost Increased social licence Better public engagement Support for policy and legislative change - lower implementation costs/improved efficiency Sacrifice of immediate benefits (if there s trust in longer-term outcomes of policy)? Existing measures of public sector reputation are unidimensional. They tend to focus on a single facet of reputation (e.g., only trust, only performance). They tell us the what, but say little about the why. See: OECD (2013). Trust in government, policy effectiveness, and the governance agenda, in Governance at a Glance 2013, OECD Publishing. Colmar Brunton

4 The Public Sector Reputation Index is a four pillar model for measuring reputation it s based on the global Millward Brown RepZ framework Colmar Brunton

5 How is the RepZ score calculated? FACTOR ANALYSIS GROUPS ATTRIBUTES INTO THE 4 REPUTATION PILLARS THAT DRIVE ADVOCACY TRUST SET OF 21 BESPOKE REPUTATION ATTRIBUTES LEADERSHIP IMPACT ON DRIVING ADVOCACY X PILLAR PERFORMANCE = REPZ SCORE SOCIAL RESPONSIBILITY FAIRNESS Colmar Brunton

6 The Public Sector Reputation Index design Uses the global RepZ framework used across the whole sector, with each entity s reputation indexed against the others (average score is 100). Standardised reputation attributes and advocacy asked for 31 public sector organisations carefully selected based on a number of criteria, including whether they have a public facing function, or have received significant media attention over the last year. Two thousand online interviews conducted in November and December Nationally representative sample by age, gender, household size, income, ethnicity, and region. Colmar Brunton

7 Contextualising CAA s scores

8 CAA s analysis for this report will be benchmarked against 1) New Zealand s overall* public sector (*based on the selected 31 organisations) 2) Five selected agencies (as chosen by CAA) Energy Efficiency and Conservation Authority (EECA) New Zealand Customs Service Maritime New Zealand Maritime New Zealand New Zealand Transport Agency Scores for CAA should be interpreted relative to other government agencies. Please note all the five benchmarked organisations had above average RepZ scores, so set a very high standard. Colmar Brunton

9 To put the results into context, CAA and the five benchmarked organisations are all very strong RepZ performers. REPZ INDEX 129 New Zealand Fire Service TOP 115 New Zealand Customs Service 112 Energy Efficiency and Conservation Authority (EECA) RANKED BY INDEX All of these organisations have above average RepZ scores Department of Conservation Maritime New Zealand Statistics New Zealand New Zealand Police Civil Aviation Authority of New Zealand Commission for Financial Capability Reserve Bank of New Zealand Broadcasting Standards Authority The Treasury Human Rights Commission Ministry for the Environment Ministry for Primary Industries (MPI) Above average RepZ scores 101 New Zealand Transport Agency 101 Department of Internal Affairs (DIA) Global comparison: The top 10% of commercial brands achieve RepZ scores above 105

10 Key findings: advocacy

11 Four in ten New Zealanders are advocates of CAA, while only a tiny minority are critical of the organisation. This compares positively compared to the overall sector. RepZ assesses the impact of each pillar on this advocacy question: For each organisation, click on the statement that best reflects your opinion and perceptions of them. I think so highly of them, I would speak highly of them without being asked I would speak highly of them if someone asked my opinion On balance, I have a neutral opinion of them, seeing both positives and negatives CAA 7% 5% 8% 33% 40% Total Advocates (ranges from 12% to 79% in the public sector) All public sector 27% 32% Five benchmarked organisations 37% 45% I would be critical of them is someone asked my opinion I think so poorly of them, I would be critical without being asked Unsure 46% 42% 41% 3% 3% Total Critical 9% 11% 2% 5% 15% 1% 10% 8% 7% Colmar Brunton

12 Of the six people who said they d be critical of CAA without being asked, only three left a comment. Their opinion appears to be driven by personal experience rather than because of the media. Some of the reasons given for speaking highly without being asked: Reasons given for speaking critically without being asked: For each organisation, click on the statement that best reflects your opinion and perceptions of them. They provide an invaluable service to our transport and travel safety. I think so highly of them, I would speak highly of them without being asked I would speak highly of them if someone asked my opinion CAA 7% 33% I believe they're doing a great job as we've not had any major problems in this section for a long time, and anytime we do have aircraft related issues, they seem to be on top of it and proactive about investigation etc., and what is best for the public. As a frequent flyer I feel safe with the regime they manage for the aviation market. On balance, I have a neutral opinion of them, seeing both positives and negatives I would be critical of them is someone asked my opinion I think so poorly of them, I would be critical without being asked Unsure 42% 3% 15% Excessive fees for licensing, poor management. My husband is a pilot. There has never been a good thing to say about this organisation. Not attending to matters regarding grievances from the public. Not thoroughly investigating incidents. Not impartial in dealing with matters regarding public nuisance of noisy illegal flying practices. Colmar Brunton

13 Key findings: Reputation

14 Looking at the overall impact of each pillar on advocacy New Zealanders respond more strongly to organisations that show they care than elsewhere globally. Colmar Brunton

15 Public sector RepZ scores: CAA s 2015/2016 RepZ score is 8 th out of the 31 public sector agencies measured Impact of pillar on overall advocacy: CAA Top agency REPZ 22% 24% 27% 27% LEADERSHIP FAIRNESS SOCIAL RESPONSIBILITY TRUST The RepZ Index: Superior strength 105+ Strong Average 100 Bottom agency Weak CAA sits above the norm (100) across all the four pillars. Although it s performance across all the pillars is extremely strong, fairness and social responsibility are areas that are relatively weaker (especially as the latter is slightly more important as a driver of advocacy). Weakest 95 and below 27% The percentage shown in the white circle is the impact of each pillar in driving advocacy across the NZ public sector. Colmar Brunton

16 Key findings: Building CAA s reputation further

17 A number of attributes sit under the four pillars LEADERSHIP FAIRNESS SOCIAL RESPONSIBILITY 22% 24% 27% 27% TRUST Is a successful and well run organisation Is a forward looking organisation Attracts and retains top talented staff Is easy to deal with in a digital environment Contributes to economic growth Deals fairly with people regardless of their background or role Treats their employees well Honours the principles of the Treaty of Waitangi Is a positive influence on society Behaves in a responsible way towards the environment Is open and transparent Is trustworthy Listens to the public s point of view Can be relied upon to protect individuals personal information Communicates clearly and consistently Anticipates future trends and opportunities Adapts quickly to change Has a long term perspective Uses taxpayer money responsibly Provides effective services Understands customers needs Is easy to deal with in a digital environment 27% The percentage shown in the circle is the impact of each pillar in driving advocacy across the NZ public sector. Colmar Brunton

18 This chart shows CAA s individual attribute scores (means), and the importance of each attribute to its pillar. The trust and social responsibility pillars have slightly more impact in driving advocacy than fairness and leadership. CAA attribute scores (average out of 7) IMPORTANCE TO % DON T PILLAR (RANK) KNOW Is open and transparent % Listens to the public s point of view % Communicates clearly and consistently % Uses taxpayer money responsibly % Understands customers needs % Is trustworthy % Provides effective services % Can be relied upon to protect individuals personal information % Honours the principles of the Treaty of Waitangi % Behaves in a responsible way towards the environment % Is a positive influence on society % Treats their employees well % Deals fairly with people regardless of their background or role % Anticipates future trends and opportunities % Contributes to economic growth % Is a forward looking organisation % Adapts quickly to change % Attracts and retains top talented staff % Has a long term perspective % Is easy to deal with in a digital environment % Is a successful and well run organisation % TRUST SOCIAL RESPONSIBILITY FAIRNESS LEADERSHIP A seven-point scale was used where 1 is strongly disagree and 7 is strongly agree. Don t know responses are excluded from the mean score calculations but are shown in the right-hand column for interest.. Colmar Brunton

19 Compared to all 31 public sector organisations included in the Index, CAA performs better than average across all attributes. Average score for the entire public sector (out of 7) Is open and transparent Listens to the public s point of view Communicates clearly and consistently Uses taxpayer money responsibly Understands customers needs Is trustworthy Provides effective services Can be relied upon to protect individuals personal information Honours the principles of the Treaty of Waitangi Behaves in a responsible way towards the environment Is a positive influence on society Treats their employees well Deals fairly with people regardless of their background or role Anticipates future trends and opportunities Contributes to economic growth Is a forward looking organisation Adapts quickly to change Attracts and retains top talented staff Has a long term perspective Is easy to deal with in a digital environment Is a successful and well run organisation CAA (points lower/higher than norm) TRUST SOCIAL RESPONSIBILITY FAIRNESS LEADERSHIP IMPORTANCE TO PILLAR (RANK) A seven-point scale was used where 1 is strongly disagree and 7 is strongly agree. Don t know responses are excluded from the mean score calculations but are shown in the right-hand column for interest.. Colmar Brunton

20 The chart below compares CAA s attribute scores compared to the average across EECA, NZTA, Maritime NZ, Customs, and Police. Average attribute scores for five benchmarked organisations (out of 7) Is open and transparent Listens to the public s point of view Communicates clearly and consistently Uses taxpayer money responsibly Understands customers needs Is trustworthy Provides effective services Can be relied upon to protect individuals personal information Honours the principles of the Treaty of Waitangi Behaves in a responsible way towards the environment Is a positive influence on society Treats their employees well Deals fairly with people regardless of their background or role Anticipates future trends and opportunities Contributes to economic growth Is a forward looking organisation Adapts quickly to change Attracts and retains top talented staff Has a long term perspective Is easy to deal with in a digital environment Is a successful and well run organisation CAA (points lower/higher than norm) TRUST SOCIAL RESPONSIBILITY FAIRNESS LEADERSHIP IMPORTANCE TO PILLAR (RANK) A seven-point scale was used where 1 is strongly disagree and 7 is strongly agree. Don t know responses are excluded from the mean score calculations but are shown in the right-hand column for interest.. Colmar Brunton

21 Although CAA performs very highly, there are still some areas which could be strengthened further (as they either perform relatively poorly compared to other attributes / benchmarked organisations and also have a sizeable impact in driving advocacy) Important attributes to strengthen Is open and transparent Listens to the public s point of view Behaves in a responsible way towards the environment Anticipates future trends and opportunities Has a long term perspective Colmar Brunton

22 Some examples of how Air NZ are strengthening perceptions for some of these attributes As an example, Air New Zealand s positioning is powerful as it brings New Zealanders on board its journey FOR OUR PEOPLE FOR OUR PLACE FOR OUR ECONOMY At Air New Zealand we re committed to a purpose that s bigger than just our airline that is to supercharge NZ s success socially, environmentally & economically. We have an aspiration to put sustainability at the heart of our business strategy to ensure we are sustainably growing our business. Sustainability is increasingly influencing purchase behaviour across all categories* Positive media reinforcing these perceptions +10 % of New Zealanders whose buying is influenced by sustainability 44% 54% AIRLINES 2009/ /15 *Findings taken from Colmar Brunton s Better Business, Better World research Colmar Brunton

23 Key findings: Presence of CAA for New Zealanders

24 % of population who recall negative media about that organisation As we ve seen a positive reputation can help increase resilience to negative publicity Reputation x awareness of negative media in previous three months 60% They don't always get it right, but I trust them to do their best. I trust them even though they are heavily criticised. 40% 20% 0% Strongest reputation RepZ rank of all 31 public sector organisations surveyed Weakest reputation The Top 10 agencies include some that have received significant and recent negative publicity. Colmar Brunton

25 Nine in ten New Zealanders are aware of CAA. Of these, over a third have heard about CAA in the media in the last three months Awareness of CAA Heard of 91% 9% Not heard of Base: all surveyed Contact with CAA in the last Year Heard of CAA in last three months Yes 4% Yes 38% No 96% No 62% Base: all aware of CAA Colmar Brunton

26 Amongst those that have seen anything in the media in the last three months about CAA, over half have seen something positive and over one in ten has seen something negative Heard of [organisation] in last three months CAA Five benchmarked organisations 35% 32% 12% 53% 7% 61% Mostly positive Mostly negative Both positive and negative Colmar Brunton

27 It appears CAA s communication strategy of being transparent and explaining the reasons behind decisions is working as the public s media take-out is often positive even for difficult/tragic situations Heard of CAA in last three months Of the 43 people who ve seen mostly positive media*, around eight in ten are advocates of CAA. Some comments from advocates relating to media coverage: I think they do a good job of managing aviation related issues. They have always reported on problems and causes of problems in a timely and efficient manner in my opinion. 35% 12% 53% When there is a terrible crash, I think they do a wonderful job in trying to provide answers to grieving families and friends as well as keeping our skies as safe as possible. Because I think they do a good job sometimes under difficult circumstances. I believe they're doing a great job as we've not had any major problems in this section for a long time, and anytime we do have aircraft related issues, they seem to be on top of it and proactive about investigation etc. and what is best for the public. Mostly positive Mostly negative Both positive and negative Of the nine people who ve seen mostly negative media*, around half are advocates of CAA, and around half are critical. (no comments about negative media coverage) *Caution: extremely small base sizes, indicative result at best only Colmar Brunton

28 Advocacy by contact with CAA Only eight of the people surveyed had contact with CAA in the last year (including by phone, letter, , visiting their website, or in person), so we re unable to do any further analysis by this factor. However, seven out of eight of these New Zealanders would speak highly of CAA. Colmar Brunton

29 For further information please contact: Ellen Parkhouse Colmar Brunton, a Millward Brown Company Level 9, Legal House, 101 Lambton Quay, Wellington 6140 PO Box 3622 Phone (04) ellen.parkhouse@colmarbrunton.co.nz