using the “voice of the citizen” to navigate innovate and...
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Institute for Citizen-Centred Service
Using the “Voice of the Citizen” to Navigate Innovate and LeadGuy Gordon, Executive Director, Institute for Citizen-Centred ServiceQNET Excellence ConferenceMay 2, 2013
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Navigate Innovate & Lead
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Voice of Customer and Citizen
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Organizational Excellence
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The Public Sector is using this model
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Institute for Citizen-Centred Service
A collaborative not for profit organization that engages all orders of government across Canada, ICCS promotes and supports improved service delivery by listening to and acting on the voice of the citizenWhat we do:
Support two national service delivery councils Manage inter‐governmental research agenda Gather, preserve and disseminate knowledge and innovative practicesProvide universally applicable tools and learning content:
• Common Measurements Tool• Municipal – Common Measurements Tool (M‐CMT)• Service Certification and Learning
Help build your service transformation capacity
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Listening to “Voice of Citizen” – ICCS Research Agenda
• Citizens First (1-6)• Taking Care of Business
(1-4)• Common Measurements
Tool• Public Sector Service
Value Chain
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+ Canadians have clear expectations
• 2 people: The maximum number of people you should have to deal with in order to get the service on the telephone.
• Same day: When you should receive a reply to a voice mail or email, if you leave your voice mail or email at 10:00 AM.
• 1 to 2 weeks : The acceptable length of time to wait from the day you send the letter until the day you receive a reply by mail.
• 5 to 9 minutes: The maximum time to wait in any lineup at a government office.
• 2 people: The maximum number of people you should have to deal with in order to get service at a government office.
• 15 minutes: A reasonable amount of time to spend travelling to a government office, one way.
• 30 seconds: An acceptable amount of time to wait on hold on the phone before you speak to a person. 8© Institute for Citizen-Centred Service
These five drivers explain 87% of citizen satisfaction with government services in Canada
Drivers of Satisfaction
Previous Experience
Ease of Access Staff
Timeliness
Citizens First 5
CLIENT SATISFACTION
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Outcome
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• Created by public service for public service• Enables collection of data related to client
satisfaction – Five Drivers • Can be used across the full range of
service channels• Has been employed in both external and
internal client surveys • Allows you to benchmark performance• Used in Canada and internationally by all
levels of government and across a broad range of service areas
• Customized Municipal Government version now available
Common Measurements Tool
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Public Sector Service Value ChainStrong services internally and externally contribute to confidence in the public
service
Engaged Employees
Internal
External Services
Trust
Confidence
CitizenService
Satisfaction
*Heintzman and Marson 2003
Citizens First
Taking Care of Business
Common Measurements ToolCertified Service
Management
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+ The Service Delivery Framework:Listening and Acting
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Expectations• Expectations arise from past
experience and current needs
Access to Services• Knowing how increases satisfaction
and confidence Problems decrease satisfaction
Service Experience• Drivers of satisfaction at the point of
service delivery are Timeliness, Competence, Extra Mile, Fairness, Outcome
Perception of SQ• Client ratings of service quality
depend on Expectations, Access, and the Drivers
Service Improvement• Improving service delivery
processes drives the entire cycle upward
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Canadian Governments Have Responded
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Service to Canadians has improved
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How Did We Do It?
1. Adopt a Citizen‐Centred Service philosophy
2. Use “action‐based” research/measurement to guide strategy and tactics
3. Collaboration between and across levels of government
4. Innovation/experimentation
5. Share learning widely
6. Use training to build your skills and service culture
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Unfortunately, the challenge is now greater
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What lessons have we learned?
• Compass to guide navigation
• Innovation is accelerated via partnerships and collaboration in a connected world
• Leadership is the critical ingredient, but it can come from anywhere
• Service Quality is necessary, but not enough
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How will we need to move forward?
• From listening, to engaging, to co‐design, to co‐development and co‐production (open network)
• Public services will be increasingly less about who delivers, but more about how it is organized and delivered
• Public servants – from rowing to steering to serving
• Need to simultaneously incorporate voice of citizen, voice of employee and voice of system
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ICCS Certification and Learning Program
Four Years of Collaborative Effort• Program built by and for Canadian Service
Delivery Community• Unique – First of its kind in the world
Why a Certification and Learning Program?• Improve service delivery to Canadians• Increase capabilities of service delivery
organizations – Service Culture• Build credibility for service delivery function• Professionalize service management
The Certified Service Manager™ (CSM)• CSM Basic – Launched Feb 2012• CSM Advanced - 2013
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Questions
Contact InformationGuy Gordon – Executive Directore-mail [email protected]
204-945-6676www.iccs-isac.org
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