Institute for Citizen-Centred Service COMMON MEASUREMENTS TOOL

Transcription

1 Institute for Citizen-Centred Service COMMON MEASUREMENTS TOOL IPAA NSW 2012 State Conference August 9, 2012 Presenter: Nicholas Prychodko Director of Research and International Relations, ICCS 0

2 Overview of the Common Measurements Tool (CMT) 1

3 What does the ICCS do? The mission of the ICCS is to support public-sector organizations in achieving high levels of citizen and business satisfaction with public services. The ICCS lines of business include: 2 Managing inter-governmental research agenda (Citizens First and Taking Care of Business) Supporting and developing the Common Measurements Tool (CMT) Managing the Certified Service Manager (CSM) Program

4 What is the CMT? The CMT is designed to collect feedback relating to service experience across all channels of service delivery (telephone, inperson, web, mail, , and kiosk). The CMT was created for and has been used in both external and internal client surveys at all levels of government. Approximately twenty percent of data in the ICCS Benchmarking Database comes from internal client surveys. 3

5 CMT: A Foundation in Research 4 Five drivers account for nearly 80% of variance in client satisfaction DRIVER Extra Mile Knowledge Fairness Outcome CMT QUESTION Staff went the extra mile to make sure I got what I needed. How much do you agree with the statement? Staff were knowledgeable and competent. How much do you agree with the statement? I was treated fairly. How much do you agree with the statement? In the end, did you get what you needed? Timeliness Overall, how satisfied were you with the amount of time it took to get the service?

6 Elements of the CMT CMT Question Bank Contains a set of core questions based on the key drivers of satisfaction Has nearly 150 additional questions designed to meet users specific requirements and organized according to headings based on service dimensions Allows for customization and integration with pre-existing surveys CMT User Manual Supports the use of the CMT Provides step-by-step guidance to new users and suggests additional analytical options to more advanced clients Includes sample surveys 5

7 CMT Benchmarking A central database for storing CMT data has been built, allowing organizations to anonymously compare results against peer organizations. The CMT can be used as a stand-alone client satisfaction survey tool, or enhanced value can be leveraged through benchmarking. Benefits include: Comparative benchmarking Identification of best practices 6

8 CMT Benchmarking All tiers of government are represented, guaranteeing meaningful peer comparison for public sector organizations. Local Government 49% Federal Government 25% Provincial/ State Government 26% Out of the over 400 survey units in the ICCS database, several distinct analytical lenses have been developed to facilitate apples-to-apples cohort comparison. Also, to ensure robustness, only independent survey units are permitted in the lenses. 7 Existing Comparative Lenses Overall International Single-Window Social Services Financial Services & Payments Emerging Service Area Lenses Regulatory / Compulsory Relational Internal Indirect Client-facing

9 Leveraging Best Practices In line with the ICCS stated goal of becoming a repository of information about best practices, the CMT Benchmarking Reports offer examples of actions taken by different organizations in connection with specific drivers of satisfaction. WHAT LEADERS ARE DOING... Veterans Affairs Canada has shifted from a program-centred to a client-centred approach by first identifying the needs of individual clients and then enabling easy access to the right services by coordinating departmental and community resources. Learn more The Government of Ontario increased accessibility by making multiple l services available over multiple channels. Many of them have extended hours of service. Learn more The Region of Peel s Contact Centre has improved accessibility by ensuring that its customers do not experience busy signals, extended periods on hold or inadequate automated systems. Learn more Each example is linked to online content providing further illustration of best practices. 8

10 ICCS Role As the custodian of the CMT, the ICCS is mandated to promote, license and assist with the use of the instrument across the public sector in Canada and internationally. To fulfill this mandate, the ICCS offers tools, direct consultative services, and publicly-validated standards of practice for: Survey Design Aligning Measurements with Strategic Initiatives Analysis of Results Helping an organization build internal survey standards and capabilities Identifying and applying best practices Nurturing outreach and collaborative communities of practice 9

11 Cross-Jurisdictional Collaboration Building a Community of Practice The ICCS is increasingly embracing the move beyond simple comparative benchmarking, towards a culture of collaborative knowledge-sharing. Alongside many Canadian jurisdictions, an increasing number of governments around the world are looking to participate in a collaborative framework of this type. This includes governments from Australia, New Zealand, the UAE, the UK, and the US. 10

12 Some CMT Users Examples of jurisdictions and organizations using the CMT and, in most cases, the ICCS Benchmarking Service include: City of Ottawa Access Halton Province P i of British Columbia Province of Manitoba Saskatchewan Workers Compensation Board Government of New Zealand Royal Canadian Mounted Police Veterans Affairs Canada Province of Ontario Department of Human Services Australia Government of Abu Dhabi and municipalities in the UAE 11

13 Ontario Public Service Case Study 12

14 Ontario Public Service (OPS) Key Facts 68,000 public servants 86% of workforce unionized 28 ministries/central agencies 1,800 locations Serving 12.7 million Ontarians Annual Budget - C$96.2 billion 13

15 The OPS Transformational Journey YEAR VII YEAR VI YEAR V YEAR IV YEAR III YEAR II YEAR I The emergence of an integrated organization, fostering Knowledge Management, Pride & Recognition, Renewal & Retention Working Together: An Integrated Organization, E-Gov t, Service & Policy Clusters Learning Organizations - Quality Improvements - Adapting to Change Implementing Quality Service: Citizens First, Common Standards, enterprise wide supports. Redefining the OPS Service & New Delivery Mechanisms Build the vision of future OPS & initiate transformation Aggressively address fiscal challenges 14 FOCUS ON CORE SERVICE OPS VISION NEW SERVICE DELIVERY QUALITY SERVICE MEASUREMENT & ACCOUNTABILITY LEARNING ORGANIZATION WORKING TOGETHER INTEGRATED ORGANIZATIONS

16 Adopting a Citizen-Centred Centred Approach Many organizations are preoccupied with inside-out management. They approach, understand and act in relation to their environment in terms that make sense from internal divisions and perspectives Other organizations try to build from the outside in - they use the views and needs of customers and other key stakeholders as a mirror in which they see and understand their own strengths and weaknesses, and they act on these insights to shape their relations with the environment. Gareth Morgan Imaginization: The Art of Creative Management Professor of Organizational Behaviour/Industrial Relations Government Throne Speech: Today Mr. Speaker, e I am pleased to announce that the government will measure its own performance, including that of its senior management, based on service delivery and customer satisfaction. The Honourable David Tsubouchi Chair, Management Board of Cabinet April 23,

17 OPS Quality Model Processes Development of Processes Monitoring and improvement of Processes Planning Setting Policy & Strategy Dev l & Implementation of Operational Plans Measurement & Analysis of Performance Leadership Culture of Excellence Strategic Direction Leadership Involvement People Human Resource Planning A Learning Organization Participation in the Organization Leadership Partners Focus on the Customer Selection & Partnering Customers Service Delivery Measurement of Customer & Citizen Satisfaction Results Customer & Citizen Operational Employee Partners, Delivery Agents & Suppliers Financial 16

18 The Common Measurements Tool The CMT is the OPS standard for customer surveying: Includes core questions that reflect the key drivers of customer satisfaction Provides a consistent set of response scales and over 150 survey questions Enables comparison of results with like-organizations, apply external benchmarks, and share best practices Database administered i d by the ICCS; reports and analyses available upon request Can measure satisfaction with any service delivered by, and can be administered through any channel (in-person person, telephone, mail and electronic) 17

19 Introducing the CMT in the OPS Adoption In 1998, the OPS adopted the CMT as its standard for customer surveying to: Support and promote its citizen/client-centric service philosophy Ensure a rigorous and empirically-based methodology Preparation the OPS researched and piloted the introduction of the CMT Launch 15 ministries participated in a review of its introduction (researchers, economists, statisticians, HR, service delivery managers, business planners Piloted in 4 ministries the OPS centrally mandated and monitored the adoption of the CMT All ministries and agencies required to submit bi-annual client survey plans All surveys required prior review and approval to ensure appropriate questionnaire i design & survey methodology 167 surveys planned for period 18

20 Corporate Support for CMT Surveying Quality Service Leads Delegated representatives from all ministries (CAO offices) Client surveying resources Manual Training courses Web site Support office 19

21 Institute for Citizen-Centred Service The OPS has looked to the ICCS for Central database for storing CMT data from the OPS and other jurisdictions Ability to anonymously compare results among peer organizations Allow OPS Ministries to apply external benchmarking and share best practices 20

22 Current CMT Status in the OPS Embedded in the culture of the organization 2005 onwards - principle of modern controllership applied Ministries responsible and accountable for implementation of client surveying using CMT Central support in form of advice and guidance rather than control and approvals Developed customized OPS Client Survey Tool OPS Service Directive adopted by OPS All ministries and agencies required to establish program-specific service standards Requirement to measure and report on achievement of service standards to clients Annual OPS-wide public report on service standards initiated in 2012 Component added to CMT to accommodate measurement of service standards CST Current corporate framework Delegated Service Excellence Community of Practice Supported by Centre for Employee Engagement & Client Satisfaction Range of tools, templates and training Partnership with Open for Business and other corporate stakeholders 21

23 OPS Service Quality Index Results Ontario s Service Quality Index has improved significantly since 1998 Ontario Service Excellence Index* Performance Index (0-100) Year *The index tracks Ontario citizens perceptions of the quality of a basket of OPS services based on the series of Citizens First studies. 22

24 The CMT & Performance Measurement Dashboard Organizational Excellence Framework Component Key Performance Indicator (KPI) for the Component Status of KPI The PM Dashboard reports Key Performance Indicators reflecting the components of the OPS OE Framework - including CSat based on CMT measures 23

25 Drill-down of the CMT-derived CSat KPI More detailed CSat measures using the CST are provided through drill-down views Possible views for the Client Satisfaction Component Dashboard: 1. Longitudinal approach 2. Client satisfaction driver approach 3. Organizational level approach 4. Client segmentation approach 5. Service area approach 6. Channel segmentation approach 7. Focussed corporate priorities approach 24

26 Ontario s Keys to Success 25 Organizational commitment to Client Satisfaction and a citizen-centric centric culture Support of senior leadership as part of a corporate strategy Commitment to performance measurement as a way of doing business and promoting organizational excellence Allocation of central resources to lead and support CSat surveying as part of a planned approach Assignment of delegated champions in program areas or organizational units Maintenance of CMT protocols and standards Active links with the ICCS and communities of practice

27 How to contact us Website: General Inquiries: Common Measurements Tool: or THANK YOU! 26