institute for citizen-centred service common ......the mission of the iccs is to support...
TRANSCRIPT
Institute for Citizen-Centred Service COMMON MEASUREMENTS TOOL
IPAA NSW 2012 State ConferenceAugust 9, 2012
Presenter:Nicholas Prychodko – Director of Research and International Relations, ICCS
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Overview of the Common Measurements Tool (CMT)
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What does the ICCS do?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:
pub c se ces
• 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)• Managing the Certified Service Manager (CSM) Program
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What is the CMT?
The CMT is designed to collect feedback relating to service experience across all channels ofexperience across all channels of service delivery (telephone, in-person, web, mail, email, and kiosk).
The CMT was created for and has been used in both external and internal client surveys at all levels ofinternal client surveys at all levels of government. Approximately twenty percent of data in the ICCS Benchmarking Database comes fromBenchmarking Database comes from internal client surveys.
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CMT: A Foundation in Research
DRIVER CMT QUESTIONDRIVER CMT QUESTIONExtra Mile Staff went the extra mile to make sure I got what I
needed. How much do you agree with the statement?
Knowledge Staff were knowledgeable and competent. How much do you agree with the statement?
Fairness I was treated fairly. How much do you agree with
Five drivers account for nearly 80% of variance in client
the statement?
Outcome In the end, did you get what you needed?
Ti li Overall how satisfied were you with the amount
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variance in client satisfaction
Timeliness Overall, how satisfied were you with the amount of time it took to get the service?
Elements of the CMTElements of the CMT
CMT Question Bank• Contains a set of core questions based on the key drivers ofContains 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 dimensionsdimensions
• Allows for customization and integration with pre-existing surveys
CMT User ManualCMT 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
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CMT BenchmarkingCMT Benchmarking
A central database for storing CMT d t h b b ilt ll iCMT data has been built, allowing organizations to anonymously compare results against peer organizations.
Benefits include:The CMT can be used as a stand-alone client satisfaction
Benefits include:• Comparative benchmarking• Identification of best
survey tool, or enhanced value can be leveraged through benchmarking
Identification of best practices
benchmarking.
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CMT BenchmarkingAll tiers of government are represented, guaranteeing meaningful peer comparison for public sector organizations
CMT Benchmarking
for public sector organizations. Federal Government
25%Local
Government
Provincial/ State
Government26%
Government49%
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
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to ensure robustness, only independent survey units are permitted in the lenses.
Existing Comparative Lenses• Overall
Emerging Service Area Lenses• Regulatory / Compulsory
• International• Single-Window
S i l S i
g y p y• Relational• Internal
I di
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• Social Services• Financial Services & Payments
• Indirect• Client-facing
Leveraging Best PracticesLeveraging Best PracticesIn line with the ICCS’ stated goal of becoming a repository of information about best practices the CMT Benchmarking Reports offer examples ofabout 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… Th G t f O t i i d ibilit b ki lti l i il bl• The Government of Ontario increased accessibility by making multiple 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
illustration of best practices.
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ICCS RoleICCS 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.y
To fulfill this mandate, the ICCS offers tools, direct consultative services and publicly validated standards of practice for: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
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Cross-Jurisdictional Collaboration
Building a Community of Practice
The ICCS is increasingly embracing theThe ICCS is increasingly embracing the move beyond simple comparative benchmarking, towards a culture of
ll b ti k l d h icollaborative knowledge-sharing.
Alongside many Canadian jurisdictions,Alongside many Canadian jurisdictions, an increasing number of governments around the world are looking to participate in a collaborative framework of this typein a collaborative framework of this type. This includes governments from Australia, New Zealand, the UAE, the UK, and the US
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US.
S CMT USome CMT Users
Examples of jurisdictions and organizations using the CMT and, in most cases, the ICCS Benchmarking Service include:
City of OttawaAccess HaltonP i f B iti h C l biProvince of British ColumbiaProvince of ManitobaSaskatchewan Workers’ Compensation BoardpGovernment of New ZealandRoyal Canadian Mounted PoliceVeterans Affairs CanadaVeterans Affairs CanadaProvince of OntarioDepartment of Human Services AustraliaGovernment of Abu Dhabi and municipalities in the UAE
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Ontario Public Service Case Study
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Ontario Public Service (OPS) – Key FactsOntario Public Service (OPS) Key Facts
68 000 bli t• 68,000 public servants• 86% of workforce
unionizedunionized• 28 ministries/central
agenciesagencies• 1,800 locations • Serving 12 7 million• Serving 12.7 million
Ontarians • Annual Budget - C$96 2Annual Budget C$96.2
billion
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The OPS Transformational JourneyThe OPS Transformational Journey
YEAR VII The emergence of an integrated organization fostering Knowledge
Working Together: An Integrated YEAR VI2000 01
YEAR VII2001-02
organization, fostering Knowledge Management, Pride & Recognition, Renewal & Retention
Learning Organizations - Quality Improvements - Adapting to Change
Organization, E-Gov’t, Service & Policy Clusters YEAR V
1999-2000
2000-01
Implementing Quality Service: Citizens First, Common Standards, enterprise wide supports.
Improvements Adapting to ChangeYEAR IV1998-99
YEAR IIIRedefining the OPS Service & New Delivery Mechanisms
Build the vision of future OPS &YEAR II1996 9
YEAR III1997-98
Aggressively address fiscal challenges
Build the vision of future OPS & initiate transformation
YEAR I1995-96
1996-97
FOCUS ON CORE SERVICE
OPS VISION NEW SERVICE DELIVERY
QUALITY SERVICE MEASUREMENT & ACCOUNTABILITY
LEARNING ORGANIZATION
WORKING TOGETHER
INTEGRATEDORGANIZATIONS
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Adopting a Citizen Centred Approach
M i ti
Adopting a Citizen-Centred Approach
Many organizations are preoccupied with inside-out management. They approach, understand and act in relation to their
Government Throne Speech:“Today Mr. Speaker, I am understand and act in relation to their
environment in terms that make sense from internal divisions and perspectives…Other organizations try t b ild f th “ t id i ” th
oday Spea e , apleased to announce that the government will measure its own performance, including
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
p gthat of its senior management, based on service delivery and y
own strengths and weaknesses, and they act on these insights to shape their relations with the environment. The Honourable David Tsubouchi
customer satisfaction.”
Gareth MorganImaginization: The Art of Creative Management Professor of Organizational
Chair, Management Board of CabinetApril 23, 2001
Professor of Organizational Behaviour/Industrial Relations
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OPS Quality Model
ProcessesD l t f
PartnersPeople• Development of
Processes • Monitoring and
improvement of P
• Focus on the Customer
• Selection & Partnering
• Human Resource Planning• A Learning Organization• Participation in the Organization
Processes
Planning• Setting Policy & Strategy
Customers• Service Delivery• Measurement of• Setting Policy & Strategy
• Dev’l & Implementation of Operational Plans
• Measurement & Analysis of Performance
Measurement of Customer & Citizen Satisfaction
Leadership
of PerformanceResults• Customer & Citizen• Operational• Employee• Culture of Excellence
• Strategic Direction• Leadership Involvement
• Employee• Partners, Delivery Agents &
Suppliers• Financial
Leadership
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The Common Measurements ToolThe Common Measurements Tool
The CMT is the OPS standard for customer surveying: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 practicesD t b d i i t d b th ICCS t d l• Database administered 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-personcan be administered through any channel (in person, telephone, mail and electronic)
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Introducing the CMT in the OPSIntroducing the CMT in the OPS
AdoptionAdoptionIn 1998, the OPS adopted the CMT as its standard for customer surveying to:
Support and promote its citizen/client-centric service philosophyEnsure a rigorous and empirically-based methodologyEnsure a rigorous and empirically based methodology
Preparation1998-2000 the OPS researched and piloted the introduction of the CMT
15 ministries participated in a review of its introduction (researchers economists 15 ministries participated in a review of its introduction (researchers, economists, statisticians, HR, service delivery managers, business plannersPiloted in 4 ministries
LaunchLaunch2000-2004 the OPS centrally mandated and monitored the adoption of the CMT
All ministries and agencies required to submit bi-annual client survey plansAll i d i i d l t i t ti i All surveys required prior review and approval to ensure appropriate questionnaire design & survey methodology167 surveys planned for 2002-2004 period
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Corporate Support for CMT Surveying
• Quality Service LeadsQuality Service Leads• Delegated representatives from all
ministries (CAO offices)
• Client surveying resources– Manual– Training coursesTraining courses– Web site– Support office
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Institute for Citizen-Centred ServiceInstitute for Citizen-Centred ServiceThe 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
www.iccs-isac.org20
Current CMT Status in the OPSCurrent CMT Status in the OPSEmbedded in the culture of the organizationEmbedded in the culture of the organization
2005 onwards - principle of “modern controllership appliedMinistries responsible and accountable for implementation of client surveying using CMTCentral support in form of advice and guidance rather than control and approvals
Developed customized OPS “Client Survey Tool”2008 - OPS Service Directive adopted by OPSp y
All ministries and agencies required to establish program-specific service standardsRequirement to measure and report on achievement of service standards to clientsAnnual OPS-wide public report on service standards initiated in 2012Component added to CMT to accommodate measurement of service standards “CST”Component added to CMT to accommodate measurement of service standards – CST
Current corporate frameworkDelegated Service Excellence Community of PracticeDelegated Service Excellence Community of PracticeSupported by Centre for Employee Engagement & Client SatisfactionRange of tools, templates and trainingPartnership with Open for Business and other corporate stakeholders
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OPS Service Quality Index ResultsOPS Service Quality Index Results
Ontario’s Service Quality Index has improved significantlyOntario’s Service Quality Index has improved significantly since 1998
Ontario Service Excellence Index*
6972
70
80
626261
60
70Performance
Index(0-100)
501998 2000 2003 2005 2008
Year
*The index tracks Ontario citizens’ perceptions of the quality of a basket of OPS services based on the series of Citizens First studies.services based on the series of Citizens First studies.
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The CMT & Performance Measurement DashboardOrganizational Excellence
Key Performance Indicator (KPI) for
Organizational Excellence Framework Component
( )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
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Drill-down of the CMT-derived CSat KPIMore detailed CSat measures using the CST are provided through “drill-down” views
P ibl i f th Cli t S ti f ti C t D hb dPossible views for the Client Satisfaction Component Dashboard:1. Longitudinal approach 2. Client satisfaction driver approach3. Organizational level approach 4. Client segmentation approach5. Service area approach 6. Channel segmentation approach5. Service area approach 6. Channel segmentation approach7. Focussed corporate priorities approach
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Ontario’s Keys to Success• Organizational commitment to Client
Satisfaction and a citizen-centric cultureSatisfaction and a citizen 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 excellenceg
• Allocation of central resources to lead and support CSat surveying as part of a planned approachapproach
• Assignment of delegated “champions” in program areas or organizational units
• Maintenance of CMT protocols and standards
• Active links with the ICCS and communities• Active links with the ICCS and communities of practice
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How to contact us…
Website: www.iccs-isac.org
General Inquiries: [email protected]
Common Measurements Tool: [email protected] 416-212-4795
THANK YOU!THANK YOU!
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