from single windows to integrated service delivery: a canadian perspective institute for...

From Single Windows to Integrated Service

Delivery: A Canadian Perspective

Institute for Citizen-Centred ServiceCharles Vincent - September 21, 2005

Presentation to:International Seminar SAC

Salvador, Bahia, Brazil

Presentation Overview

• Collaborative Service Improvement in Canada:The Institute for Citizen-Centred Service

• Access to Public Services: From Single Windows to Integrated Service Delivery

• Improving Service Quality: The Drivers of Client Satisfaction

• Why is all this so important?Service Quality and Confidence in Government

ICCS Mission and Mandate

To promote high levels of citizen satisfaction with public-sector service delivery.

Platform for Horizontal Initiatives

Institute for Citizen-Centred Service

ResearchCommon

MeasurementsTool

KnowledgeManagement

Collaboration = Success

– The ICCS is a collaborative venture:

• Government of Canada;

• Provinces & Territories;

• Municipalities;

• Institute of Public

Administration of Canada

• Public Sector Service

Delivery Council;

• Public Sector CIO Council.

Listening to Citizens: Canada’s Citizens First Surveys

Citizens First surveys of 6,000-10,000 citizens are conducted by ICCS every two years;– CF is a collaborative project of the federal, provincial,

territorial, and municipal governments across Canada;– CF measures citizens’ service needs and expectations;– CF tracks citizen satisfaction

with over 80 government services;– CF identifies citizens’ priorities

for service improvement, and therefore the forward agenda for government action on service improvement.

Citizens First Service ModelCitizen’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 thephone 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.

ImprovingService

PRIORITIESFOR

IMPOVEMENT

-using the surveyresults to guide improvements

ImprovingService

PRIORITIESFOR

IMPOVEMENT

-using the surveyresults to guide improvements

The Citizens FirstService ModelThe Citizens FirstService Model

Comparative Service Improvement Strategies

Single Window Focus on Access

Service Quality Focus

Most Jurisdictions

Australia

United Kingdom

Canada

Source: Marson, Queen’s University

“Knowing where to start is the biggest challenge in getting government service”

36

22

31

38

0

10

20

30

40

Stronglydisagree

Stronglyagree

Percentof

citizens

“I feel confident I can readily access any government service I need”

15

29

33

18

50

10

20

30

40

Stronglydisagree

Stronglyagree

Percent of

citizens

Citizens’ Views on Access

Source: Citizens First

Single-Windows: A Runaway Hit in Canada

Service Canada

Service New Brunswick

Access PEI

Service Nova Scotia

Services Québec

Service Ontario

Service B.C.

Service Manitoba

Service Alberta…

The Value of Single-Window Service Delivery

Citizens want government services that are as accessible, convenient, and seamless

as possible… the essence of the single-window approach is the bringing together of government services, or information about them, in order to

reduce the amount of time and effort citizens must expend to find and obtain the services they need.

Bent, Kernaghan, and Marson (1999)

Single-Window Service Delivery: Three Main Types

• “Information Gateways” – Improving accessibility through single-window

information and referral.

• “One-Stop Department Stores”– Improving convenience and accessibility to a wide

range of government services.

• “Seamless Service Boutiques”– Single-window access to a related cluster of

services, including across jurisdictional lines.

Single Window Examples in Canada

• Information Gateways:– 1-800-O-Canada

• Achieves comparable performance scores to private sector

– Toronto 211

• Service Department Stores:– Service New Brunswick

• Model being replicated in Suffolk County (UK)

– British Columbia Government Agents

• Service Boutiques:– The Business Link Business Service Centre– HealthyOntario.com

• Received 2004 Webby award

From Single Window to Integrated Service

Single windows are services that are GROUPED together;

Integrated Service Delivery refers to services that FIT together.

Michelle D’Auray as quoted by Ken Kernaghan

Multi-Channel Service Delivery

The move toward integrated service delivery is being motivated by the multi-channel nature of service…

29

50

2527

2015 14

6

14

3

0%

10%

20%

30%

40%

50%

60%

Perc

ent of R

espondents

1 2 3 4 5+

Number of Channels Used

Number of Channels On Recent Experience, Busineses vs. Citizens

Taking Care of Business Citizens First 3

Sources: Citizens First 3 / Taking Care of Business

Inter-jurisdictional Service Delivery… and by the increasing number of

inter-jurisdictional service experiences

Provincial/Territorial

Federal Municipal Tw olevels

Threelevels

33

31

3

21

10

0%

10%

20%

30%

40%P

erce

nt o

f res

pond

ents

Level of Government Dealt With

Sources: Taking Care of Business

Integrated Service Delivery in Canada : A Model

Independent Channels

One Stop Shops

Convenience and access to wide range of related and unrelated

services

Seamless Services

Integrated access to related information, referral and services across jurisdictional

lines

Co-location

Corporate Service Utility

Delegated Delivery

Channel Integration

Service Integration

Integrated Channel

Management

Organizational Integration

Source: Marson, Treasury Board of Canada

Integrated Service Delivery: Beyond the Single Window

• eContact– Information management / search engine that cuts across channels and jurisdictions. Facing

challenges of shared governance and shared sustainable funding. Will require common information management standards.

• BizPal– Integrated permitting and licensing application. Leading to business process integration across

levels of government. Will face similar governance and funding challenges.

• Integrated Inspections and Enforcement– Inspectors across the Ontario Public Service now share a common set of processes and tools,

enabling them to assess all aspects of a site in a single visit rather than sending multiple inspectors on a series of visits.

Some Keys to Success

Putting the Structures in Place “Bubble gum and good will” needs to be

supported by a business plan and governance structure

Learning to Hear and be Heard Be clear about your needs while staying as

flexible as possible Managing as Partners

Project managers need a strong relationship of mutual trust

Leading with Vision Senior champions who will remove barriers

Benefits of Integrated Services - The Canadian Experience

• for citizens: • Accessibility – services are easier to find• Timeliness• Convenience• Customization to individual needs• Improved outcomes

• for governments: • Lower costs of operation• Introduction of innovation • Improved program outcomes,• Improved visibility, and • Increased public trust and confidence

Access Remains a Significant Problem

Q. I can readily access any government service that I need?

“I appreciate 1-800 O Canada – one access number to call to get in touch with the right government service. I also like to use websites

for 24/7 access to government services.”

719

41

26

70

10

20

30

40

50

1 2 3 4 5Strongly disagree

Percent

Strongly agree

Access is a Priority

Citizens First 3 suggests that ACCESS remains a significant concern for citizens.

In particular, access over the TELEPHONE poses many challenges to citizens seeking public services

Can’t find the right number, Busy phone lines; Bounced around, IVR systems that confuse.

At the root of much of the dissatisfaction is a concern over the TIMELINESS of service – #1 driver.

Citizens First Service ModelCitizen’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 thephone 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.

ImprovingService

PRIORITIESFOR

IMPOVEMENT

-using the surveyresults to guide improvements

ImprovingService

PRIORITIESFOR

IMPOVEMENT

-using the surveyresults to guide improvements

The Citizens FirstService ModelThe Citizens FirstService Model

Expectations are Rising

Canadians recognize that the government’s task is

more difficult…

Q. What quality of service should you get from government, compared to the private sector?

Q. Governments have a more difficult task than the private sector – they must protect

the public interest as well as meet the needs of citizens?

54 53 54

25 26 2621 21 20

0

20

40

60

80

Agree

Percent of

respon- dents

Neutral Disagree

Agreement

98 00 02 98 00 0298 00 02

4246

55 53 51

42

5 3 3

0

20

40

60

80

Higher

Percent of

respon- dents

Same Lower

Quality of service

98 00 02 98 00 0298 00 02

… Yet they still expect service quality to be as good or better

than the private sector

89

76

6353

34

22

0

25

50

75

100

5 4 3 2 1 0

Service quality

Number of drivers on w hich the citizen receives good service

Drivers of Satisfaction: Timeliness

Knowledge

Fairness

Extra Mile / Courtesy

Outcome

Citizens who get good service on all 5 drivers rate SQ at 89 out of 100

Focusing on the Drivers of Satisfaction

Drivers of Satisfaction

TimelinessKnowledge / CompetenceExtra Mile / Extra Smile

FairnessOutcome

Easy to Find ServiceOutcome

Visual AppealComplete Information

In-Person / Phone Internet

Results used to inform Common Measurements Tool

We have a better understanding of what drives satisfaction

Timeliness: the Driver that Most Needs Improvement

Driver

Satisfaction (0 – 100)

Timeliness Overall, how satisfied were you with the amount of time it took to get the service? 51

Agreement (0 – 100)

Fairness I was treated fairly 69

Competence Staff were knowledgeable and competent 64

Courtesy/ Staff were courteous 71Extra mile Staff went the extra mile to help me get

what I needed 55

Percent successful

Outcome I got what I needed 72

Canada’s Improving Service Reputation

5357

59

4750 51

4751

56

0

25

50

75

Municipal Prov/Terr Federal

Service quality

199820002002

The results from Citizens First demonstrate that service quality ratings can be improved.

Improvement in a Service Environment

5.76.2

6.6

1998 2000 2002

7.0

6.0

5.0

2005

7.0

The results of individual services such as Canada Post (posted mail delivery) are also improving.

Improvement in a Regulatory Environment

5.55.7

5.9

1998 2000 2002

6.0

5.5

5.0

The results of the Canada Revenue Agency (taxation) demonstrate that service quality ratings can be improved

in a regulatory environment too.

2005

6.2

The Common Measurements Tool

• A multi-channel instrument for designing client satisfaction surveys;

• Designed by public servants, for public servants;

• Enables organizations to benchmark results;

• Being used across Canada and in a growing number of other countries.

1999 Gold Award

2000 Silver Award

“Core” CMT Questions

• Core questions are important for benchmarking• Questions are aligned with the drivers of satisfaction• Some cross-channel and some unique to channel

ESD Core Questions

Overall Satisfaction* NavigationTimeliness* Visual AppealAccessibility* InformationCommunication* PrivacyOutcome*

* Common to all channels

CMT Benchmarking Database

• Central database for storing CMT data has been built;

• Ability to anonymously compare results against peer organizations;

• ICCS uses the database to search for trends, identify good practices, and contribute knowledge.

The Next Frontier? Public Sector Service-Value Chain

Drivers:•To be documentedthrough research

Drivers:•Timeliness

•Competence•Courtesy•Fairness•Outcome

Drivers:•Service

•Others to be discovered and

documented

•James Heskett•Telus•Sears

•SQM Group

•Citizens First-3•Communication

Canada•ACSI 2002

EmployeeSatisfaction,& Commitment

ClientSatisfaction

Confidence & Trust in Public

Institutions

©Heintzman & Marson 2003

Why is all this so important?

0

1

2

3

4

5

6

1 2 3 4 5 6 7

Overall Overall GovernmentGovernmentPerformancePerformance

RatingRating

Overall Overall GovernmentGovernmentPerformancePerformance

RatingRating

Overall Overall Service QualityService Quality

RatingRating

Overall Overall Service QualityService Quality

RatingRating

Source: Communications Canada

Research in Canada highlights that there is a direct and measurable link between the quality of public sector service delivery and confidence in the public service.

Service D elivery and D em ocratic C itizenship

Service Delivery and Dem ocratic C itizenship

Each service experience is a m om ent of truth

Strengthens or w eakens confidence in public institutions and dem ocratic citizenship

Both the challenge and the glory of service delivery in the public sector

Thank You!For more information

Charles VincentCharles.Vincent@iccs-isac.org

416-325-5062www.iccs-isac.org