How Customer Satisfaction Measurement Can Lead to Meaningful Service Transformation and Concrete Performance Gains

Transcription

1 Institute for Citizen-Centred Service Cody Dodd Research Program Manager September 2012 How Customer Satisfaction Measurement Can Lead to Meaningful Service Transformation and Concrete Performance Gains

2 Presentation Outline 1. Introduction: ICCS 2. Citizens First 3. Taking Care of Business 4. Common Measurements Tool 5. Lessons Learned

3 1. The Pan-Canadian Experience Citizen-Centred Service approach is becoming the service culture in Canada Action research (voice of citizen) continues to drive strategic and tactical agenda Meeting the increasingly demanding service expectations of citizens and business requires collaboration and integrated service solutions (e.g., single-window) Success in delivering government services faster, better, cheaper is raising trust and confidence and demands for more please Canadian efforts are now moving from transactional to more complex relational (social services, education and health care) and back-office (IT, HR, Financial) services.

4 1. The ICCS A collaborative venture (not-for-profit) that engages all orders of government across Canada as well as internationally Promotes and supports improved service delivery by listening to and acting on the voice of the citizen What we do: Support two National Service Delivery Councils Manage Inter-Governmental Research agenda Gather, Preserve and Disseminate Knowledge and Innovative Practices Provide both Standardized and Customized Tools and Learning content Build Capacity

5 1. Citizen-Centred Service Defined Citizen-Centred Service incorporates citizens concerns at every stage of the service design and delivery process; that is, citizens needs become the organizing principle around which the public interest is determined and service delivery is planned. - Deputy Ministers Task Force on Service Delivery Models (Ottawa, 1996)

6 1. Public Sector Service Value Chain Strong services internally and externally contribute to confidence in the public service Internal Engaged & Employees External Services Citizen Service Satisfaction Trust Confidence Citizens First Certified Service Management Taking Care of Business Common Measurements Tool *Heintzman and Marson 2003

7 1. Public Sector Service Value Chain Source: Province of British Columbia and Region of Peel. (2008) Public Sector Service Value Chain Linking Employee Engagement and Customer Satisfaction

8 2. Citizens First Citizens First (and Taking Care of Business) are a series of research products that help capture the voice of government recipients of services through robust national surveying. CF6 (Part 1) Satisfaction with Services and Assessments of Recent Interaction Ratings of the quality of 90+ services, across jurisdictions Deconstructing a recent service experience: drivers of satisfaction, channels used CF6 (Part 2) Emerging Areas of Interest Co-location of services Service standards and expectations: unexplored traditional and new service channels Possible application of digital technologies and social media Service options and controlling costs

9 2. Service Quality Satisfaction A service quality rating As a starting point, satisfaction can be seen as a being an outcome of quality service Service Quality Index Combining satisfaction scores across a large number of government services enables a longterm lens

10 2. Satisfaction Ratings

11 2. Service Quality Index * The average is of satisfaction mean scores from 26 services from and 25 services in 2012

12 2. Drivers of Satisfaction

13 2. Importance vs. Performance By examining the performance of governments on key drivers against how important each specific element is, it is possible to obtain an even clearer sense of the priorities for improving service delivery.

14 2. Providing More Actionable Insights Compare this to 2002, where 44% of did not feel confident they could readily access the services they needed.

15 2. Providing More Actionable Insights Channel Preferences

16 2. Providing More Actionable Insights Channel Efficiency Percentage of those who used only one channel compared to those who used multiple channels.

17 2. Emerging Analytical Insights Although broad drivers are validated study after study and across multiple methodologies, program-level users wonder if their unique context shifts the rank and order of these drivers. In CF6, we bundled responses according to service type and other categories to better understand service quality within these contexts.

18 2. Emerging Analytical Insights Type of Municipal Services Driver Garbage collection or disposal Recycling Snow removal Road maintenance Traffic Management Drinking water Service is provided in a timely manner X X X X Government provides all the information about this service that I need Staff would go above and beyond to solve a problem X X Staff go the extra mile to provide good service X Service staff demonstrate they know and understand client needs X Service meets my expectations X X X X X X Service provides good value for tax dollars X X X X Service gives me what I need X X X X X X Service was done properly X X X X

19 2. The Road Ahead Going beyond satisfaction as the core measure of service quality Expectations Expectations arise from past experience and current needs Service Improvement Improving service delivery processes drives the entire cycle upward Access to Services Knowing how increases satisfaction and confidence Problems decrease satisfaction Perception of SQ Client ratings of service quality depend on Expectations, Access, and the Drivers Service Experience Drivers of satisfaction at the point of service delivery are Timeliness, Competence, Extra Mile, Fairness, Outcome

20 3. Taking Care of Business In 2004, the first Taking Care of Business (TCOB) report was published by the Institute for Citizen-Centred Service. It was modeled on Citizens First, but focused on the perspectives of Canadian businesses with respect to the delivery of government services.

21 3. Taking Care of Business Views on government performance (TCOB3, 2010) Issue 2007 TCOB 2 Good service from government is essential to a healthy business climate Canada 2010 TCOB3 Best in class* 2010 TCOB This business gets good value for its tax dollars Governments in this country conduct their business in an open and accountable manner Government policies and regulations contribute to a level playing field for businesses in my sector I can easily access any government service that I need for my business I can easily access information I need to comply with government regulations

22 4. The Common Measurements Tool Jurisdictions have also benefited extensively from the program-oriented Common Measurements Tool (CMT), an instrument that enables measurement of public performance at the service-level and identification of important factors that affect user satisfaction levels. A critical dimension that makes the CMT so powerful is the use of drivers CLIENT SATISFACTION Previous Experience Ease of Access Outcome Staff Timeliness

23 Satisfaction Mean Score 4. CMT Benchmarking Benchmarking Report Jurisdiction by Jurisdiction Overall Satisfaction Other Jurisdictions Your Organization 3.00 Organizations (Anonymous)

24 4. CMT Example New Zealand Ministry of Justice

25 4. CMT Example New Zealand Ministry of Justice

26 5. International Perspective New Zealand State Services Commission (Kiwis Count and CMT) Australia Department of Human Services United Arab Emirates Municipalities

27 5. Emerging Priorities Focus on the end-to-end process Consider the totality of the service experience, not just the service interaction itself Journey mapping Map the client experience (by type of interaction) against current processes, identify gaps and address misalignment Manage expectations at all stages Citizens have expectations before they interact with government how do I get the service? what are the best ways of accessing the service? what is the process? how long will it take? Properly managing citizens expectations at each step in the experience, across all delivery channels, could also positively impact citizen satisfaction clearly indicate turnaround and wait times Greater emphasis on soft skills The next wave of improvements in service delivery may come not only from technological improvements, but by increasing the emotional intelligence (EQ) of delivery mechanisms (not restricted to only those involving a human interface). Particularly important for certain client groups, types of transactions/interactions Measure progress in two dimensions Improvement against your own metrics. And, most importantly, compared to other non-government service experiences. This will be particularly important with respect to the ever-changing/everimproving online environment

28 5. Emerging Priorities Continue the drive online In an era of deficit reduction, the best opportunities for cost efficiencies exist in driving additional services online and ensuring citizens can complete the interaction/transaction in this mode Some types of interactions or baskets of services may lend themselves more to this channel (routine) Streamline the multi-channel experience Backroom improvements to enhance consistency in delivery of services across channels in a coordinated manner. For example, to help clients navigate to preferable channels (e.g., more efficient channels depending on their place in a service lifecycle), set up referrals. Online channels in particular have been identified as strong referral channels. Segment by service type It s helpful to look at the performance of services and the drivers of service satisfaction by type or category of services, bundling together like services. CF6 is a first cut at this approach which will be further refined. Additional discussions on how to categorize services are necessary and additional baskets (i.e., high/low/no touch services) may be useful. How does this help? The nature of the motivation to obtain the service, the interaction and the citizen s expectations may vary quite markedly according to the type of service. This type of analysis offers another lens through which to view the citizen s service experience, and learning that could be valuable in breaking down the tendency toward bureaucratic silos.

29 5. Lessons Learned in Canada Governments Made Service a Key Strategic Priority Creation of Single Window Service organization (e.g. Service Canada. Service B.C., Access Halton) Major efforts to leverage technology, move services on-line and to integrate service channels Government-wide service initiatives (measurement, 311, service standards, LEAN, process improvement, training and change management)

30 5. Lessons Learned in Canada