Transcript No Slide Title

From
Single Windows to
Integrated Service
Delivery:
A Canadian
Perspective
Institute for Citizen-Centred Service
Charles 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.
Institute for Citizen-Centred Service
Research
Common
Measurements
Tool
Knowledge
Management
Platform for Horizontal Initiatives
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.
The
Citizens
First
The Citizens First Service Model
Citizens
First Service
Service
ModelModel
Citizen’s
Needs &
Expectations
Finding/Accessing the
Service or Group of
Related Services
FINDING
THE
SERVICE
ACCESSING
THE
SERVICE
-e.g. knowing the
- e.g. parking, or
service location or
phone #
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
Comparative Service
Improvement Strategies
Single Window
Focus on Access
Australia
Most
Jurisdictions
Source: Marson, Queen’s University
Canada
United
Kingdom
Service Quality
Focus
Citizens’ Views on Access
“Knowing where to
start is the biggest
challenge in getting
government service”
“I feel confident I
can readily access
any government
service I need”
40
40
38
Percent
of
citizens
30
Percent
of
citizens
31
20
22
33
30
29
20
18
15
10
10
3
0
Strongly
disagree
6
5
0
Strongly
agree
Strongly
disagree
Strongly
agree
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…
Number of Channels On Recent Experience,
Busineses vs. Citizens
Taking Care of Business
Citizens First 3
60%
Percent of Respondents
50
50%
40%
30%
29
25
27
20
20%
15
14
14
6
10%
3
0%
1
2
3
4
5+
Number of Channels Used
Sources: Citizens First 3 / Taking Care of Business
Inter-jurisdictional
Service Delivery
… and by the increasing number of
inter-jurisdictional service experiences
Level of Government Dealt With
40%
33
31
Percent of respondents
30%
21
20%
10
10%
3
0%
Provincial/
Territorial
Federal
Municipal
Tw o
levels
Three
levels
Sources: Taking Care of Business
Integrated Service Delivery in
Canada : A Model
Service
Integration
Channel
Integration
Seamless Services
Integrated access to
related information,
referral and services
across jurisdictional
lines
Integrated
Channel
Management
One Stop
Shops
Convenience and
access to wide
range of related
and unrelated
services
Independent
Channels
Colocation
Corporate
Service
Utility
Organizational
Integration
Delegated
Delivery
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
“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.”
50
Percent
40
30
41
20
10
0
26
19
7
1
2
Strong ly
disag ree
7
3
4
5
Strong ly
agr ee
Q. I can readily access any government service that I need?
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.
The
Citizens
First
The Citizens First Service Model
Citizens
First Service
Service
ModelModel
Citizen’s
Needs &
Expectations
Finding/Accessing the
Service or Group of
Related Services
FINDING
THE
SERVICE
ACCESSING
THE
SERVICE
-e.g. knowing the
- e.g. parking, or
service location or
phone #
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
Expectations are Rising
Canadians recognize that
the government’s task is
more difficult…
… Yet they still expect service
quality to be as good or better
than the private sector
80
80
60 54 53 54
60
Percent
of
respon- 40
dents
25 26 26
21 21 20
20
55
Percent
42
of
40
respondents
46
53 51
42
20
5
0
98 00 02
Agree
98 00 02
Neutral
98 00 02
Disagree
Agreement
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?
0
98 00 02
Higher
98 00 02
Same
3
3
98 00 02
Lower
Quality of service
Q. What quality of service should you get
from government, compared to the private
sector?
Focusing on the Drivers
of Satisfaction




100
Drivers of Satisfaction:
89
Timeliness
Knowledge

Fairness

Extra Mile / Courtesy

Outcome
Citizens who get good
service on all 5 drivers
rate SQ at 89 out of 100
75
Service
quality
76
63
50
53
34
25
22
0
5
4
3
2
1
0
Number of drivers on w hich the
citizen receives good service
Drivers of Satisfaction
We have a better understanding of what drives satisfaction
In-Person / Phone
Timeliness
Knowledge / Competence
Extra Mile / Extra Smile
Fairness
Outcome
Internet
Easy to Find Service
Outcome
Visual Appeal
Complete Information
Results used to inform Common Measurements Tool
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/
Extra mile
Staff were courteous
Staff went the extra mile to help me get
what I needed
71
55
Percent successful
Outcome
I got what I needed
72
Canada’s Improving
Service Reputation
The results from Citizens First demonstrate that service
quality ratings can be improved.
75
53
57
59
56
47
50
50
51
47
51
Servic e
qua lity
25
0
Muni ci pal
P rov/Terr
Federal
1998
2000
2002
Improvement in a
Service Environment
The results of individual services such as
Canada Post (posted mail delivery) are also improving.
7.0
6.0
6.6
5.7
7.0
6.2
5.0
1998
2000
2002
2005
Improvement in a
Regulatory Environment
The results of the Canada Revenue Agency (taxation)
demonstrate that service quality ratings can be improved
in a regulatory environment too.
6.2
5.9
6.0
5.7
5.5
5.5
5.0
1998
2000
2002
2005
The Common
Measurements Tool
• A multi-channel instrument for
designing client satisfaction
surveys;
1999 Gold Award
• Designed by public servants, for
public servants;
• Enables organizations to
benchmark results;
2000 Silver
Award
• Being used across Canada and in
a growing number of other
countries.
“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*
Timeliness*
Accessibility*
Communication*
Outcome*
Navigation
Visual Appeal
Information
Privacy
* 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
• Citizens First-3
• Communication
Canada
•ACSI 2002
•James Heskett
•Telus
•Sears
•SQM Group
Employee
Satisfaction,&
Commitment
Drivers:
•To be documented
through research
Client
Satisfaction
Confidence &
Trust in Public
Institutions
Drivers:
Drivers:
•Timeliness
•Competence
•Courtesy
•Fairness
•Outcome
•Others to be
discovered and
documented
©Heintzman & Marson 2003
•Service
Why is all this so important?
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.
6
5
4
Overall
Government
3
Performance
2
Rating
1
0
1
2
3
4
5
6
7
Overall
Service Quality
Rating
Source: Communications Canada
Service Delivery
and Democratic Citizenship
Service Delivery and Democratic Citizenship
Each service experience is
a moment of truth
Strengthens or weakens
confidence in public
institutions and democratic
citizenship
Both the challenge and the
glory of service delivery in
the public sector
Thank You!
For more information
Charles Vincent
[email protected]
416-325-5062
www.iccs-isac.org