Improving People, Service, and Trust Performance from research to results

Transcription

1 Improving People, Service, and Trust Performance from research to results People Service Trust Presented by: Brian Marson Senior Advisor Treasury Board of Canada Secretariat D B Marson and ICCS all rights reserved

2 Presentation Outline People Service Trust 1. Introduction: the Citizen-centred Service revolution 2. Are People, Service and Public Trust connected links in the public sector performance agenda? 3. What drives People, Service and Trust performance in the public sector? 4. How are the performance drivers being used by public sector organizations to improve performance?

3 Introduction A Citizen-centred service transformation wave is sweeping across the public sector world-wide: Identifying and responding to citizens service needs, and measuring citizen satisfaction improvement. Making services more accessible and convenient like the private sector did 30 years ago with shopping malls and supermarkets Pursuing Service Excellence and achieving higher levels of citizen/business satisfaction

4 What does Citizen-centred Service Mean for Public Organizations? 6 Principles Proposed by the Australian PS 1. A commitment to excellence in service delivery 2. A detailed understanding of citizen needs and expectations, which should inform service design and delivery 3. Easy access to services 4. Collaboration and partnerships between agencies, across governments and with the private and community sectors to improve the quality of services for citizens 5. Common standards across agencies with respect to business processes and supporting infrastructure, and 6. The public service should be held accountable for achieving outcomes for citizens. -APS Management Advisory Committee 2009

5 Listening to Citizens and Businesses Governments are undertaking systematic surveys to understand citizens and businesses service needs, their satisfaction and their priorities CANADA for service improvement NEW ZEALAND

6 Listening to the Service Needs, Expectations and Priorities The of Canadian Citizens Model and Businesses Both Research and Performance Measurement Cost = about $500,000 which is shared among 20 partners The Institute for Citizen Centred Service manages the projects

7 Listening to Citizens: the Government of Canada Internet Panel Canada has used Internet-based citizen panels for almost a decade. Over 12,000 Canadians are recruited to the Canada Internet Panel each year; 75,000 Canadian have participated Several general surveys on service satisfaction and service issues are conducted with the panel throughout the year; Individual departments use the Internet Panel to test service proposals, such as new websites, as well as policy, program design and delivery issues; On-line focus groups are conducted around service issues Cost = $150,000

8 THE COMMON MEASUREMENTS TOOL

9 Service The Citizens Delivery First from Service the Outside-in Model Citizens First Service Model Citizen s Needs & Expectations Finding/Accessing the Service or Group of Related Services FINDING THE SERVICE -e.g. knowing the service location or phone # ACCESSING THE SERVICE - e.g. parking, or getting through on the phone or Internet. Service Delivery/ Quality SERVICE DELIVERY QUALITY: One s experience with the service provider - why clients are or are not satisfied with the service they receive. Improving Service PRIORITIES FOR IMPOVEMENT - using the survey results to guide improvements

10 What Does this Mean Public Organizations? So.What do Citizens Need from Us?...To listen to and understand their needs: Access, Convenience, & Excellent Service (ACE)

11 Improving Access and Providing Seamless Service Centrelink, Australia

12 Improving Access and Providing Seamless Service the UK

13 Ottawa- The Three Levels of Government Co-Located South Australia CIO Andrew Mills

14 Improving Access and Providing Seamless Service - Canada Service Canada

15 Achieving Service Excellence and Client Satisfaction Centrelink, Australia Centrelink Customer Service Centres January % Client Satisfaction

16 Achieving Service Excellence and Client Satisfaction -Canada Royal Canadian Mounted Police 83% Client Satisfaction 92% Best Public Sector Call Centres 95% Client Satisfaction Service British Columbia

17 How are we doing on the drivers? Outcome Fairness Knowledge/ competence Courtesy/ extra mile Timeliness Source: Citizens First 3, 2003

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21 This Citizen-centred Service Agenda is now being linked to the Broader Public Management Agenda

22 People Management, Service Delivery and Public Trust and Confidence are all high on the Public Management Agenda SERVICE DELIVERY: how to deliver government services in a more cost-effective, citizen-centred way Improving Access and providing one-stop services Service Excellence improving Citizen/Client Satisfaction PEOPLE MANAGEMENT: how to attract, develop, and retain talented and committed employees in the public sector The Right Workforce: recruitment, development, retention The Right Workplace: Employee Engagement PUBLIC TRUST: Demonstrating results, and building trust & confidence in democratic processes and public institutions.

23 The Australian PSC application of the Service Value Chain Model

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25 Linking the People, Service and Trust Agendas The Public Sector Service Value Chain model proposes that the the People, Service and Trust aspects of public management are linked: LINK ONE: Engaged employees provide better service, and in the other direction good service to clients results in proud and engaged employees LINK TWO: Excellent service is one important factor that helps build trust and confidence in public institutions People Service Trust

26 Link One: People and Service Service BC

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34 The Oil Spill Example: BP, the US Government, and the loss of Public Trust and Confidence

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36 The Canadian Public Service Commissioners Employee Engagement Measurement Tool

37 Focusing on the Key Drivers to Get Better Employee Engagement Scores The Canadian Public Sector has used the research on EE drivers to create a 23 question measurement tool, reflecting both the drivers and the outcomes: (satisfaction + commitment = engagement) Canadian Provinces use the core questions in their employee surveys to benchmark and to improve their results Employee Engagement Scores are rising across the Provinces. For example the Ontario Public Service has achieved a 10% improvement in their EE index over the past 36 months by focussing on the drivers and holding executives accountable for improved results.

38 And participation rates are rising

39 Using the Drivers to Improve Service Satisfaction Scores By focusing on the main factors that drive client satisfaction, like access, timeliness, courtesy, extra mile, competence fairness, and outcome, public organizations are able to significantly improve their service in the eyes of their clients.

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41 New Zealand- using the performance drivers to improve service

42 New Zealand- Improving Drivers Performance Performance on drivers The service experience met your expectations Staff were competent St aff kept their promises You were treated fairly You feel your individual circumst ances were taken into account It's an example of good va lue for tax dollars spent

43 ...Leads to Higher Citizen Service Satisfaction

44 New Zealand and Canada Now Benchmarking Service Improvement Results

45 Using the Performance Drivers to Improve Public Trust and Confidence 1. Better service scores can improve public trust and confidence 2. But poor management, scandals, and slow organizational responses to crises can seriously erode public confidence Conclusion: To maintain high levels of trust and confidence in public organizations we have to improve both service and management

46 NZ Police Better Service, More Public Trust?

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48 Putting it All Together: A Best Practice Organization

49 Lessons for Public Managers The Reward is.

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