A How-To Guide For Service Improvement Initiatives
A How-To Guide For Service Improvement Initiatives
A How-To Guide For Service Improvement Initiatives
A How-to Guide
for Service
Improvement
Initiatives
TOGETHER
improving citizen
satisfaction,
MARCH 2004
a new focus
and measure of success
A How-to Guide
for Service
Improvement
Initiatives
Half Title Page Cover
TOGETHER
improving citizen
satisfaction,
MARCH 2004
a new focus
and measure of success
TABLE OF CONTENTS
PREFACE .................................................................................... 2
GETTING STARTED ....................................................................... 7
STEP 1: INTERNAL ASSESSMENT ................................................. 13
STEP 2: ASSESS THE CURRENT STATE ........................................ 16
STEP 3: DESIRED FUTURE STATE ................................................ 20
STEP 4: SETTING PRIORITIES FOR IMPROVEMENT .......................... 22
STEP 5: SETTING CLIENT-CENTRED SERVICE STANDARDS
AND CLIENT SATISFACTION TARGETS ........................................ 27
STEP 6: DESIGNING THE IMPROVEMENT PLAN ............................... 30
STEP 7: IMPLEMENTING .............................................................. 38
STEP 8: MONITORING ................................................................ 44
STEP 9: RECOGNITION: CELEBRATING SUCCESS .............................49
SUMMARY ..................................................................................52
GLOSSARY ................................................................................ 56
APPENDIX A: SERVICE IMPROVEMENT ASSESSMENT GRID .............. 58
APPENDIX B: CLIENT FEEDBACK STRATEGY ................................. 59
APPENDIX C: CLIENT FEEDBACK TOOLS ....................................... 60
APPENDIX D: EMPLOYEE SURVEYS .............................................. 66
APPENDIX E: SETTING PRIORITIES .............................................. 69
APPENDIX F: SETTING SERVICE STANDARDS
AND PERFORMANCE OBJECTIVES ............................................. 71
APPENDIX G: SERVICE IMPROVEMENT PLAN TEMPLATE ................. 75
APPENDIX H: REFERENCES AND BIBLIOGRAPHY ............................ 80
PREFACE
Purpose of this Guide
This guidebook is designed as a tool for the implementation of service improvement initiatives, and is written for
use by program managers responsible for service delivery and service quality initiatives.
Here you will find a detailed and holistic method for planning and implementing service improvement, based on the
clients perspective. It includes step-by-step descriptions of suggested activities, with associated tools in the appendices
to help develop citizen-centred service strategies that respond to citizen needs and priorities for service improvement.
The essence of this guidebook is that the continuous and measurable improvement of client satisfaction is the
most reliable indicator of improvement in service quality and service performance: it is what quality and
continuous improvement should now mean, and how they should be primarily, though not exclusively, measured.
Leading-edge service organizations in the public sector, like their private sector counterparts, now use a resultsbased approach to the continuous improvement of client satisfaction, integrated with the annual business
planning cycle.
Backgrounder
The How-to Guide for Service Improvement Initiatives is ideal for any government office attempting to incorporate
a client survey as part of a more comprehensive service improvement strategy. A client survey should be
developed based on the objectives of that strategy and the service improvement goals the organization is trying to
achieve. Originally published by the Government of Canada, this updated how-to guide takes a step-by-step
approach to planning, implementing, and assessing a service improvement initiative, and includes specific
reference to the Common Measurements Tool.
The ICCS has made several complementary publications available through its website, www.iccs-isac.org:
The Common Measurements Tool (CMT) User Manual is written for project managers who are responsible
for undertaking a client survey using the Common Measurements Tool. It assumes a basic familiarity with service
improvement and with survey research, focusing on specific issues related to using the CMT.
How to Conduct Customer Surveys. The survey questionnaire is only one small part of the survey research
process. Based on a document called How to Conduct Customer Surveys prepared by the Ontario Public
Service Restructuring Secretariat, this how-to guide details the survey research process from defining objectives to
determining sample sizes to interpreting data.. It also includes specific reference to the Common
Measurements Tool.
Citizens First: a national survey of citizen expectations, satisfaction levels, and priorities for service
improvement;
The Common Measurements Tool (CMT): a survey tool for assessing client satisfaction; and
The CCSN also recommended the establishment of an institute to sustain and further develop these efforts. The
ICCS is the product of this vision. In 2000, federal, provincial, and territorial representatives of the Public Sector
Service Delivery Council agreed to establish the ICCS as an ongoing centre of expertise in citizen-centred service.
Supported by the Public Sector Chief Information Officers Council and incubated by the Institute of Public
Administration of Canada, the ICCS is working with governments across Canada (and around the world) to
improve citizen satisfaction with public-sector service delivery.
For additional information about the ICCS, and access to other free publications, please visit us at www.iccsisac.org.
Citizens First
In 1998, the Canadian Centre for Management Developments Citizen-Centred Service Network, composed of
220 senior service delivery officials from the three orders of government in Canada, produced the Citizens First
national survey which documented Canadians expectations, satisfaction and priorities for service improvement.
The research contained in the Citizens First study has been followed by two other reports (the Citizens First 2000
and Citizens First 3).
Citizens First revealed several important truths. First, citizens rated a range of private sector services at 6.2 out of
10slightly ahead of a range of federal services (6.1 out of 10) but slightly behind a range of provincial (6.3 out
of 10) and municipal services (6.4 out of 10). These results suggest that while there is lots of room for
improvement, the quality of public sector services is in many cases equal to or better than what is available within
the private sector.
Second, the report also notes that citizens expect stellar performance from their public service. Indeed, an
astounding 95% expect the quality of public service to be as high or higher than that provided by the private
sector. That comes despite the publics recognition that public servants have a tougher job to do than the private
sector, balancing the public interest with the needs of individual citizens.
To serve citizens better, governments need to understand the service needs of others better. That is the crux of
service improvement better understanding leading to better service leading to greater satisfaction, while
making services easier to find and access.
Five factors explain over 70% of satisfaction or dissatisfaction in using a government service: timeliness; fairness;
courtesy/going the extra mile; competence and outcome. These can be considered the five main drivers of citizen
satisfaction for most services.
When all five factors are done well, ratings of 80% or better are achieved. But when just one driver is inadequate, ratings
drop by 20 percentage points. Do poorly on two or more drivers, and the ratings drop into the basement.
The most important driver is timeliness: 60% of the time, when citizens are not satisfied, it is because we take too long.
One in four times when citizens try to find a service, they have trouble locating the right access point.
When citizens access the right organization, 60% are then disappointed by being shunted to voice mail, passed off to
several different people who dont know the answer (and dont promise to find it and call back), or other impediments.
Sixteen per cent of requests need more than one organization to solve their request (for example, a federal passport
requires a provincial birth certificate).
Citizens priorities for service improvements include improved telephone service, one-stop service, reduced red tape, and
more mail and electronic service delivery.
I was satisfied with the amount of time it took to get the service
Knowledge, competence
Courtesy
Extra mile
Staff went the extra mile to make sure I got what I needed
Fair treatment
Outcome
Survey Measure
Information from Citizen First 3 report, 2003. Prepared by Erin Research Inc. for The Institute
for Citizen Centred Service and The Institute of Public Administration of Canada p. 24
A longer discussion of this important question may be found in A Strong Foundation: Report of
the Task Force on Public Service Values and Ethics, 1996. This document can be obtained
from the Canada School of Public Service.
Those who deliver government services may have to balance the distinct interests and needs of different groups or
categories of clients and citizens, within the broader framework of the public interest. They may also have to
balance the interests of immediate clients with those of citizens as a whole. For this reason, this guide will
sometimes refer to client satisfaction, and sometimes to client and citizen satisfaction. This may help to
remind the reader both that the satisfaction of immediate clients needs to go hand in hand with the confidence of
all citizens in the institutions of government, and that clients are also citizens themselves, whose pride and belief
in citizenship can be strengthened or weakened by the service experience.
GETTING STARTED
Overview of the Service Improvement Planning
and Implementation Methodology
Four Questions and Nine Steps to Success
The Service Improvement Planning and Implementation (SIPI) methodology is a series of nine interconnected
steps that can be followed when implementing a citizen centred agenda. The SIPI is a comprehensive blueprint
that heightens an organization's awareness, and helps employees become more attuned to the needs and
demands of their clients. The methodology does this by answering four crucial questions (see below) that provide
managers with invaluable information about their areas current performance. Decision-makers are also given
strategies (with step-by-step instructions) that can be used to accomplish their customer-oriented objectives.
The remainder of the guide covers the methodology's steps in chronological order, with detailed directions and a
variety of real-life examples. The following list presents an overview of the four key questions talked about earlier,
and describes the corresponding SIPI steps required to bring out their answers. Figure 1 on the following page
presents a graphical overview of the methodology (clustering the nine steps underneath their applicable
question).
1. Where are we now? It all begins with understanding where the organization is now in terms of who are its
clients and their current level of satisfaction. This involves two separate elements. First, an assessment to
identify the key public services delivered by the organization and who the actual clients are (step 1). Second,
the organization will determine the current levels of client satisfaction and expectationsas well as the client
priorities for improvement for each of these key public services (step 2).
2. Where do our clients want us to be? In this stage, the organization establishes where its clients want the
organization to be in the future. This starts with ensuring the mission statement of the organization includes
a service vision (step 3). The organization must then decide how to improve Canadians satisfaction with the
delivery of key public services. Priorities must be developed (step 4) and standards and targets set (step 5).
3. How will we get there? In step 6, the organization determines how it will achieve this future statein
short, how it will get there. This involves the creation of a service improvement plan.
Adapted from D.M. Blythe and D.B. Marson, 1999. Measuring Customer Satisfaction at the
Vancouver International Airport Authority in Good Practices in Citizen-Centred Service.
Ottawa: Canadian Centre for Management Development, pp. 17-22.
4. How do we make it happen? In the final stage, the organization looks at how it will make the improvements
happen. The plan must be implemented (step 7) and monitored (step 8). Feedback must be sought from
both clients and employees, with those findings assessed and used to reshape and improve the
implementation plan. Finally, the organization should establish a staff recognition program that ensures the
hard work that goes into improved service delivery is rewarded (step 9).
Together, these nine steps provide a path to higher client satisfaction. Well look at each step, in turn, in the next
nine sections, showcasing how public service organizations can improve client service and satisfaction.
Each organization should develop its own service improvement plan that is consistent with its government-wide
initiatives and goes beyond it to meet the organizations particular needs. In addition, service improvement
should be progressively integrated into the planning and reporting activities of your organization.
Leadership
Much has been written on leadership. Two notions are critical to the success of all change efforts. First, leaders
must play a central role in setting the direction for the organization to ensure effective service improvement.
Second, they must maintain sustained leadership throughout the initiative. Leadership is a cornerstone on which
the service improvement process is based.
Leaders are responsible for overseeing implementation of the initiative. Specific steps leaders will take along the
road to more satisfied citizens and clients may include:
1. Tailoring the government-wide, citizen-centred service delivery to the local level. That not only involves
adapting it to the specific needs of individual work units, but also making the programs implementation
seamless throughout the organization.
2. Establishing a Service Improvement Team to begin planning.
3. Helping to identify key client groups and spearheading the feedback process by consulting with clients,
citizens and staff.
4. Establishing base-line measures of satisfaction with the delivery of service.
5. Overseeing the establishment of a service improvement plan, including targets for improvement and systems
to measure achievement using tools such as the Common Measurements Tool, so that satisfaction levels can
be systematically improved.
6. Establishing service standards based upon client priorities and systems for measurement.
7. Establishing accountability systems.
8. Leading implementation of the Service Improvement Plan, the follow-up and the celebration of success.
Throughout, communication will be essential. In the 1999 best seller, Powerful Conversations, Phil Harkins notes
that leaders achieve goals through daily conversation, not memos. They must seek out, inspire and develop the
allegiance of the organizations passionate championspeople whom others respect, and who can act as role
models and catalysts for change.
They bring these champions on side through conversations that have three stages: expression of the leaders need
for assistance and an honest declaration of his or her agenda; probing for the colleagues needs and how those
can be accommodated; and finally, the development of, and agreement on, a common course.
It isnt enough to have a great strategy. People have to want to follow it. To achieve that, you have to make
connectionsboth intellectual and personalthat bring the beliefs of staff in line with the outside-in approach
the organization has settled upon. They must see an advantage in coming on boardrecognize how it allows
them to achieve their own goals.
That requires inspiration. That requires communication. That requires leadership.
10
information collected for each step and complete the grid. This exercise is an opportunity to identify good
practices and past experiences to build upon, and internal resources and expertise that can contribute to the
success of SIPI.
For each step of the SIPI methodology, the grid identifies three levels of performance: low, in transition, and high. A
short definition of what constitutes each level of performance is provided below. Users of this grid should also refer
to the appropriate section of this guide to obtain more details about what the expected outputs are for each of these
steps. A quotation system will allow you to give a rating to the organization/program service improvement activity or
mechanism and to use it as a starting point to assess the progress in the SIPI methodology.
By reviewing the current service improvement activities, you could, for example, learn that your current client
feedback strategy doesnt allow identification of client priorities for improvement and that all that is required is a
simple revision of the questionnaire you use. You could also learn that in one region or unit of your department, a
considerable amount of work has been undertaken in order to set citizen-centred service standards. As a result, it
may be possible to build upon this work for other parts of your organization.
In summary, using this Assessment Grid is a good way to:
diagnose the current situation;
identify the level of effort required to implement the service improvement initiative;
obtain the information required to brief your management team about the impact of implementing the SIPI
methodology;
create a realistic implementation plan; and,
follow implementation progress.
11
12
STEP 1
Internal Assessment
It is surprising how little we know about our clients and how much we assume. Fifty years ago, many people lived
in small enough communities that many public servants knew their clients by name and were familiar with their
family, habits and preferences. We have lost that intimacy.
The public service is not alone in that. A book on private sector client satisfaction describes the case of a bank that
put stiff penalty fees on an inactive account which happened to belong to a 10-year-old girl. The girl became upset
and closed her account, as did her father and aunt, two of the banks largest depositors. The bank didnt know (or
didnt care) that young children dont want service fees on their accounts. The bank didnt know about the family
connection, and didnt knowbut did eventually carethat by offending one customer they offended the whole
family.
In the public sector a bad service experience can diminish pride in citizenship or a citizens confidence and trust
in the capacity of government. For this reason government service delivery should be citizen-centred. In the
private sector, client needs, priorities, and expectations are identified by a variety of factors, from purchase trends
to customer surveys and feedback to new product and service line development. Obviously, government can apply
some of the same tools to understand citizen needs, priorities and service perceptions.
13
Identifying Clients
Here are some other suggestions for identifying clients:
1. Determine what information your organization already has about your clients.
2. Confirm this information is thorough, using multiple sources. Have the Service Improvement Team go
through all of your processes, products and services to see who is touched by what you do. Contact other
sections of your organization (communications, planning and public consultation people) or similar sections
in other government organizations. Talk to stakeholders and search out other information sources.
3. Take the list to front-line staff. Ask them who has been missed.
4. If you have any multiple-contact services that involve other departments, such as between passport and
citizenship offices, discuss joint clients together.
5. List the information you still need and identify sources for this information.
6. Set a timetable for the regular re-evaluation of your client identification information.
14
Analysis
This assessment step is essential as a basis for your citizen-centred service improvement initiative. But it is also
important not to get bogged down in endless research. The above steps should allow the improvement team to
identify the products and services and the clients that use them in a simple matrix.3 On the side, the products
and services the organization provides are listed. Across the top, the clients, partners and stakeholders are
identified, which include both internal and external clients of government. For each product or service, the clients
can be identified with a check, or for a more in-depth analysis, with a P for a primary client (direct users of the
product or service) or S for a secondary client (end users of the output or even indirect stakeholders).
See Appendix A
Service Improvement Assessment Grid
15
STEP 2
While valuable, some of these methods are episodic and can be biased because the
people willing to take the time to fill out comment cards or attend meetings may not
be representative of the clientele. It may capture the comments of people vocal
enough to complain, but not capture the comments of others equally (or even more)
dissatisfied, but less vocal. Therefore, the feedback strategy should be balanced with
methods that accurately reflect (from a statistical perspective) client satisfaction,
such as postal, telephone or electronic surveys.
16
To Begin
Managers have an array of methods available to understand how well they are doing. The best method is simply to
ask clients. Focus groups are an excellent method to do this. They involve gathering a small number of informed
clients and asking them open-ended questions about service, quality, expectations and priorities for the future.
Themes emerge which can then be used to create a survey designed to get more detailed responses from a larger
sample.
Focus groups should be used at the start of the consultation process, but can also be used in the middle to help
identify solutions, and at the end for feedback on implementation. The groups provide qualitative data, which is
then refined by quantitative data, most notably with the Common Measurements Tool (CMT).
See Appendix B
Client Feedback Strategy
In response to a decline in campground attendance over several consecutive years,
in 1985 BC Parks started to monitor visitor satisfaction levels in Provincial Parks to
better serve its visitors and increase park use. Initially conducted as a pilot,
satisfaction surveys were continued to create and maintain a customer-oriented
management philosophy for the organization.
The Visitor Satisfaction Surveys are part of a larger information strategy for the
organization. Other elements of the strategy include a citizen survey every five
years, comment cards, and focus groups. Attendance and satisfaction improved as
efforts were taken to close the gap between expectations and service delivery
performance. As well, the organization surveys its staff every three to four years, to
determine their satisfaction with their work, business practices, training and other
internal services.
The feedback is now so integrated that it is proactive. When faced with a decision
about whether or not to install a centralized telephone reservation system for
campsites, BC Parks consulted the public, who supported the idea. Once
implemented, the organization experienced increased satisfaction levels (along
with ideas for improvement).
Input from visitors also leads to creative solutions. When decreased funding led to
cutbacks in security and maintenance, satisfaction dropped. BC Parks responded
by restoring those services in some parks, while creating a new policy that not all
parks would offer the same level of service.
17
HRDC Income Security Program (ISP) (Ontario Region) recognized the value of consulting stakeholders.
Concerned about benefit overpayments after the death of the recipient, they wanted more timely notification of
deaths. ISP managers met with a group of stakeholdersfuneral service directorswho agreed to notify ISP of
deaths, in addition to informing the relatives of how to apply for Canada Pension Plan Survivor Benefits. Project
leader Ellen Pasquale reports: What started as a cost control, program integrity initiative provided an opportunity
to demonstrate our compassion for the bereaved and be more efficient at providing survivor benefits. A career
civil servant, Pasquale was pleased when a funeral director said, You must have been in retail to come up with
such a client-centred idea.
18
See Appendix C
Client Feedback Tools
See Appendix D
Employee Surveys
19
STEP 3
20
In the end, it is still the responsibility of the organization to analyze and understand the information provided by
the citizen. The outside-in focus must still be consistent with the departments mandate and legislation.
21
STEP 4
22
For a basket of government services, the Citizens First research found that these five drivers
explain 72% of the variance in service quality ratings.
Citizens First report, 1998. Prepared by Erin Research Inc. and published by the Canadian
Centre for Management Development, p. 32.
2. Knowledge/Competence: The second most important driver is the knowledge and competence of the
service provider. Research tells us that performance on this driver is maximized from a well-functioning
system, including adequate staffing, proper training resources, and good internal services including
management support, technical facilities, human resources services and so forth.
3. Courtesy/Going the Extra Mile: The third most important driver from the Citizens First research is courtesy
or going the extra mile. That is, were the staff courteous and did they go the extra mile to ensure that citizens
got what they needed. This means more than formal politeness and infers reaching out proactively. Despite the
best efforts of government staff, citizens may feel uncomfortable in certain encounters with government
possibly to the point that staff may be unable to overcome it. A good example of this could be a taxation audit.
4. Fair Treatment: This driver refers to whether clients feel they were treated fairly. Governments make great
efforts to ensure fairness in service delivery, but problems arise when opinions differ as to what is meant by
fair. Government service providers may see fair as what legislation and regulations prescribe, while citizens
with opposing views may regard their treatment as unfair. Examples are most obvious when they involve
social issues. In such cases, ensuring clients are provided with sufficient information could be an important
factor in determining satisfaction levels.
5. Outcome: The final key driver of citizen satisfaction in order of importance is outcome. This is defined as
whether or not the client got what they needed. Competing claims for resources mean that government
cannot satisfy everyone. For example, applications for financial assistance may not meet requirements, or a
tax levy may be larger than anticipated. The inability of government to provide the desired outcome may
impose a ceiling on service quality scores for those who are denied the outcome they want. The desired
outcome will be denied more often in some services than others, which means that service quality ratings
will vary across different services.
Understanding the drivers for each particular service is critical for developing a service improvement plan.
Although the above five drivers were found to be the most important based upon Citizens First research, there is
no one set of answers that are standard for any particular service; each will have its own set of drivers and clients
with a set of priorities for improvement. Understanding what your particular drivers are, which driver performed
best, which was worst, and which priority for improvement is most important from your clients perspective are
all questions that you will want to pose. In addition, you will need to decide if it is practical to work on several
drivers at once, or to proceed one at a time, with a recognition that some efforts will require more time for
planning and training. Early efforts may work to attain the biggest gains in client satisfaction to secure early
successes for the organization. It is the drivers of satisfaction to which particular attention should be paid when
setting priorities. These are the elements that clients/citizens indicate are important, and priorities that they
indicate will help close the service gap by working to meet their expectations.
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It is worth noting that sixty per cent of access issues are related to slow telephone responses, so this may be a
priority area for action. For telephone service, citizens expect:
In considering priorities, do not forget the importance of instructing clients on how to use the service. Service
interactions can be unsatisfactory not because the product or delivery was inferior, but because the client did not
know how to use the service or product. Public servants have a role as educators, which is especially true for
those services used only once or twice in a lifetime. Just as advertising helps clients find and access a service,
there are ways to support clients in the use of a service.
SERVICE INTEGRATION
About one time in six, the service a client needs involves more than one agency for example, a provincial birth
certificate is required in order to obtain a passport. And to change an address, citizens must deal independently
with a number of government organizations. Citizen-centred service delivery requires new partnerships within
and between governmentsand with the private and not-for-profit sectorsto integrate service so that it makes
sense to the client. To start, the organization should ask how it can work with partners to improve service, and
determine the logical place to start.
The past few years have seen great progress and many innovations in the on-line delivery of public sector services
and information. Government is just starting to tap the potential of getting on line. With the ever-increasing
potential of new technologies and the growing demand for electronic service delivery, the need for a co-ordinated,
forward-looking approach is clear. How can you make use of client-focused electronic service delivery to improve
service in your organization?
Further information on the electronic service delivery can be found on the ICCS Web site at
http://www.icss-isac.org.
Setting Priorities
So far, a considerable amount of information has been gathered from clients on their needs, expectations and
priorities for improvement. The above areas are starting points but you should ask how the information gathered
should be used for decisions. The
Service Improvement Team should
work with the management team to
discuss and agree on a decision model,
which will then be applied to the
situation.
One such model is the satisfaction
importance matrix (Appendix E).6 This
model assists in identifying which
service improvements should be
focused on first. Briefly, the model
creates a service improvement matrix
by plotting the satisfaction rating with
the importance rating on a twodimensional grid. This allows decision
makers to determine which
improvements are a top priority (low
satisfaction rating, high importance
rating). Unless both dimensions are
measured and evaluated, improvement
efforts may be misguided. If the organization only measures satisfaction and sets priorities based on the lowest
satisfaction scores, improvement efforts may have little impact in improving satisfaction levels if these items have
little importance to clients. Items with low satisfaction scores and high importance are areas to target
improvement efforts.
25
See Appendix E
Setting Priorities
26
STEP 5
27
Steps To Take
The steps you take will vary according to your structure and organizational culture. But here are eleven steps that
offer guidance. Throughout, ensure that staff are actively involved in the process and support the targets that are set.
1. Review the data you gathered about client priorities.
2. Divide the priorities into two areas: access (including the ability to find the service); and service performance
(including the main drivers of satisfaction).
3. Use the Service Improvement Team or subgroups to deal with each area. Decide what standard of service is
appropriate in each area.
4. Present the management committee of the organization with a complete list of proposed service standards
and satisfaction targets.
5. Reach organization-wide agreement on service standards; select the most important few to focus on while
keeping in mind the different service delivery channels.
6. Ensure high level targets are translated into specific annual targets for each service or program area and that
these targets are reflected in accountability agreements.
28
7. Ensure that a strong service culture is being developed to complement client satisfaction target setting. This
will help make the targets achievable if the organizational culture supports and promotes the delivery of good
service.
8. Continue to measure regularly client expectations, priorities and satisfaction, and anchor your planning
process in this data.
9. Ensure a client complaint redress mechanism is in place.
10. Make sure that for any satisfaction target or service standard the results can be and are measured,
benchmarked, monitored, reported, and used to guide management decisions.
11. Ensure the results-based service improvement planning and implementation process is integrated with the
annual business planning process, for ongoing monitoring and updating of targets. Standards and targets are
not static, but dynamic. Monitoring and updating for continuous improvement is a never-ending process.
Setting targets can be a source of anxiety. This may be particularly true in a traditional workplace with an inside-out
focus that suddenly finds itself judged by the standards of its clients. But in the end, targets can also unify. Most
people are goal oriented. They enjoy achieving and surpassing performance targets. If the targets are reasonable and
the purpose clear, you can secure buy-in and unleash new energy as people strive to show their stuff.
Establishing priorities for improvement, and setting standards and targets, further refines where the organization
wants to be. These should be woven into the fabric of the organizations planning process, and are even deserving
of a special improvement plan specific to this initiative.
See Appendix F
Setting Service Standards and Performance Objectives
29
STEP 6
require a cookie cutter approach. Every organization is unique, as are the needs, expectations and priorities of its
clients and the environment in which the organization operates. What an improvement plan will look like will
vary from organization to organization. Yet, while specifics may vary, there are common elements to an
improvement plan. For each priority identified, it is necessary to establish actions to address the improvement
priorities, identify the person(s) responsible, and state a timetable for action and specific targets for achievement.
The improvement plan will also address the monitoring and reporting process for client satisfaction targets and
service standards, and identify management accountabilities.
Direction
The first section of a Service Improvement Plan should be direction: how does the plan link into and support the
organizations mission statement and the desired future state for the organization? Stating this vision up front
enables department or agency personnel to better understand the purpose of the Service Improvement Plan. It is
also important to document here how the plan was developed, who participated, how citizens views in terms of
their priorities for improvement were obtained to produce the plan (e.g: surveys, focus groups, or formal
consultations), and how these views shape the plan. The important point is to ensure that the activities outlined
in the plan focus on citizen priorities and as such, if implemented properly, will result in improved client
satisfaction so that the department or agencys targets for client satisfaction are met.
Since the improvement plan is also a document that affects the work and work culture of the organization, it is
important in this section to outline who in the organization worked in producing the plan and how employees were
engaged in its creation.
31
32
33
34
Summary
The Service Improvement Plan links planning in the organization in two directions. First, it links to planning
upward on the strategic level. Second, it brings planning downward through its impact on the detailed work plans
of organizational units and individual staff members. In many respects, the improvement plan is a summary
document that integrates information from a variety of sources. This step incorporates the findings and work
undertaken in the previous steps. It sets out for each priority the action necessary to attain the objectives and
associated targets, sets a timeframe and identifies the resources that are required, and establishes who is
responsible and ultimately accountable for the actions. The improvement plan must also integrate and consider
other organizational issues, such as the HR plan, staff training needs, links to related services (service
integration) and the information management/information technology (IT/IM) strategy.
35
See Appendix G
Sample Service Improvement Plan Template
Veterans Affairs Canada (VAC) is responsible for caring for those who have served
their country in combat and peacekeeping, and for their families. Already sensitive to
its clients, VAC wanted quicker turnaround times on disability pensionsbenefits for
clients with a permanent disability or disease as a result of military service. Part of a
comprehensive plan, this initiative was one of several client-centred initiatives.
However, the improvements sought were constrained by regulations. Rather than
accept the impediment and continue with a service gap, the process began with
legislative changes and the creation of new regulations to address revised
procedures. This was followed by a major reorganization within the VAC portfolio.
On the operations side, staff developed procedures and re-engineered workflows to
increase flexibility for program delivery, consultation, staff training and teamwork on
projects. Information technology changes followed. This was a lot of planning and
work for one small improvement. Yet, the changes incorporated many other
improvements and paved the way for the future, as VAC learns more about the
changing needs of its clients.
36
Each work unit was made responsible to know its targets/goals and to manage to
achieve them. Due to the high level of support and the clear knowledge of direction
and targets, it was not necessary to bring in outside consultants, or set up a
special change management team.
The lessons learned by Veterans Affairs Canada include:
A separate structure is not always needed for change. The already existing
planning function was adequate, so they did not add a quality management
framework.
The will to make it happen is required; commitment from all levels of the
organization; the support and flexibility of employees and external partners
strong communication tools and contact with clients.
37
STEP 7
Implementing
This section presents activities to support the implementation of the Service Improvement Plan. As leadership is
central to successful implementation, a leadership checklist is provided. In addition, this section also explores
implementation best practices and lessons learned from previous research undertaken in the field of service
improvement. It also presents potential service improvement tools and resources available to assist managers in
implementing service improvements.
2. VERIFY RESPONSIBILITIES
Confirm that responsibilities assigned during planning remain the right ones and adjust them as needed. Build
precise results into the targets set for teams or work units, and into the performance contract of each individual.
Ensure that your data systems provide information at the individual and work group level so that you can monitor
achievements against targets.
38
6. HAVE FUN
The challenge of meeting client needs should be enjoyable. If managers and employees are consistently not
having fun, implementation likely is not going well. This may require revisiting the earlier steps to find the
problem, or reviewing the improvement plan to see how morale can be boosted. Citizen-centred service
improvement is not just a process but a part of the character of the organization that is lived every day.
Leadership Checklist
When it comes time to implement the plan just developed, leadership is again at the fore. Sometimes managers
are so preoccupied with their daily must-do routine that they forget how closely their staff watches them for clues
about what matters in the workplace. This is not the time to give everyone a handshake and move on to
something else.
39
Listen.
40
Ensure Leadership is in Place for the Long Term: Sustained leadership by senior executives is critical
for the long-term success of a service-improvement initiative. Seeking and sustaining political support for
your service improvements was also identified in the research as another important success factor.
Encourage Citizen-Centred Values & Culture: A shared commitment to improving service delivery,
supported by citizen-centred values is at the heart of any successful service improvement. Starting the
change process by beginning with the development of a service culture is key.
Focus on Continous Improvement: Organizations should focus on continuous improvement in service
delivery, based on client and employee input and measurement.
Quality Management
Technology
Benchmarking
Service Standards
Public-Private Partnerships
Process Improvement
Cost Recovery
Re-engineering
Service Agreements
Service Clustering, Single Window Access, and New Organizational Forms such as Special Operating
Agencies can be an effective means of clarifying roles and responsibilities, improving service, reducing
delivery costs, reducing overlap and duplication, and enhancing accountability. This may include looking at
Alternative Service Delivery (ASD) to see if there is an alternative method available to deliver the service. You
might also consider single-window service delivery and service clustering.
41
Technology, although discussed elsewhere in this guide, should be noted as another potential service
improvement tool. Technology has been a major driver for service improvement in recent years. Electronic
kiosk systems such as those at Human Resources Development Canada and Service Ontario provide an
expanding range of services to citizens and clients. Internal technological improvements in information
management have allowed organizations to offer citizens service from any location. However, through the
research, technology was found to be a two-edged sword in service deliveryto be effective, technological
delivery must be designed in close consultation with the client.
Process improvement techniques such as process mapping and re-engineering can have a powerful,
positive effect on service performance and client satisfaction if implemented properly, in consultation
with employees and clients. Public sector services and programs often have legal and technical requirements
that affect the service experience. While such requirements are often necessary, the system designed to
implement them may not be the most simple and efficient possible. Examine your systems and processes
from a client/citizen perspective. See if it is possible to cut red tape, root out unnecessary rules, change
workflow and internal processes, and expand the use of plain language.
Quality Management Frameworks offer another method to assist managers in improving their service
delivery. A variety of quality management systems exist depending upon the needs of the organization. Careful
consideration of the organizational needs versus the framework used is required. Systems range from ISO,
which maintains demanding compliance standards and ongoing authentication, to the National Quality
Institutes Fitness Test, which is more flexible in its application. (www.nqi.ca)
Benchmarking is not only an important tool for measuring performance but is also useful in identifying
areas of success and those needing improvement. Search out the best organization in your business line.
How does your organization compare? How did this organization that is considered the best attain their
results? See what can be learned from their experiences that can be adapted and implemented in your
own organization to improve service delivery to citizens and clients.
Service Agreements and Service Guarantees were also noted by the research as potentially important
tools of accountability, specifically for internal government service providers and their clients.
Additional Resources
Here are some additional resources that departments and organizations can access to assist them with service
improvement implementation:
Institute for Citizen-Centred Service Web Site: Offers a collection of documents and resources that can
help with service improvement (http://www.iccs-isac.org).
InnoService: For innovative/good practices, one source to consult is InnoService, a knowledge management
repository maintained by the Service and Innovation Sector at the Treasury Board of Canada Secretariat
(http://www.tbs-sct.gc.ca/si-si/). This online resource includes a selection of good practices in service
improvement. These good practices can be searched by department or agency, the elements of service
improvement involved, or by major public service business line.
42
43
STEP 8
Monitoring
With implementation underway, attention must now turn to monitoring performance and ensuring accountability
for results. This section commences with an example of client satisfaction monitoring, examines linking
information needs to the various target audiences, and discusses reporting. In addition, related topics such as
aligning service improvement reporting into organizational performance efforts, as well as benchmarking
activities are discussed.
being accountable. Monitoring means to track, document and report information to the right audiences in order
to support decision making and accountability mechanisms. The types of information needs and the various
target audiences are discussed below, while a summary is provided in the following table.
Implementation process
Programs and
services under the
Service Improvement
Initiative
Priorities for
improvement
Responsibilities
Progress toward
schedule
Client feedback
strategy
Outputs
1. Service improvement
plan
2. Actions to improve
service
3. Service standards
Outcomes
1. Performance
against
service standards
2. Client satisfaction
baseline
measures
and client
satisfaction
targets
3. Progress toward
client satisfaction
targets
Service
Improvement Team
(1, 2, 3)
(1, 2, 3)
Program Managers
(1, 2, 3)
(1, 2, 3)
Senior Managers
(1, 2, 3)
(1, 2, 3)
Elected
Representatives
(3)
(1, 2, 3)
(3)
(1, 2, 3)
45
By putting in place the right mechanisms to measure, analyse and disseminate the information to the right audiences,
you will create information based on continuous improvement, where managers can not only use the information to
manage the implementation of their service improvement initiative but use the information for reporting purposes as
well. The more relevant the information is to meeting management needs, the more efficient and effective will be the
reporting on your improvement initiatives. But more than that, managers and employees will be able to determine the
impact of the ultimate goal of the Service Improvement Plan: improving client satisfaction.
priorities for improvement identified by clients and agreed upon within the organisation;
responsibilities for implementing each action identified in the Service Improvement Plan;
progress toward the Service Improvement Plan schedule; and
main actions undertaken to implement the client feedback strategy.
46
annual and the overall client satisfaction target. Using the core questions of the CMT and any other core item that
the organization has decided to focus on, the Service Improvement Team should consider producing a report that
demonstrates achievements in client satisfaction levels by service, delivery channel and/or region in improving
the client satisfaction. By doing this in a consistent manner over time, the organization will be able to build a time
series sequence of its progress like the example shown at the beginning of this section.
ACCOUNTABILITY
Improved client satisfaction with the quality of service provided by public-sector organizations is not the
responsibility of any one person in the organization but rather a collective responsibility. This is true for the broader
scope of government, with accountability shared throughout the organization. Progressively, organizations will be
asked to incorporate in their current accountability frameworks the responsibility for providing good quality of
service and improving client satisfaction.
BENCHMARKING
Benchmarking is the continuous, systematic process of measuring and assessing the products, services and
practices of recognized leaders in the field to determine the extent to which they might be adapted by the
organization to achieve superior performance. Therefore, it is important to have a system to monitor the progress
made by others outside your organization. This will involve keeping up to date on the literature and how similar
agencies or work units are faring in their own transition. What are they doing now? Are new tools being developed?
Excellence, like an Olympic record, is a moving target.
COMMUNICATE RESULTS
Progress must be communicated, as does information on areas that need improvement. Make sure you
communicate regularly:
up the line, so supervisors and central agencies can monitor the organizations progress;
to other agencies, for benchmarking purposes;
to staff;
to clients; and
to elected representatives.
47
See Appendix H
Reporting Guidelines for
Departmental Performance Reports
48
STEP 9
1. WIDELY BASED
It is important that recognition be fair and open to everyone who contributes to improved service. It should be
based on a wide variety of sourcesinformation on who is doing well based upon the achievement of client
satisfaction targets, or which staff are most appreciated by clients and why. Information should be gathered that
shows contributions to the organizations mission and performance for each program, by each work unit, and,
where possible, by each employee.
Interpersonal Recognition
A simple, effective and valued way to recognize staff is to listen to themthrough surveys, in meetings, and
face to face. Acting on what they say enhances that recognition. Dropping in to give praise or sending a
congratulatory e-mail or note can work wonders.
49
Symbolic Recognition
There are many effective, low-cost symbolic ways to show recognition, such as certificates of appreciation,
coupons to the movies or dinner out, or staff appreciation days. Use creativity when developing methods and
ask employees for suggestions.
Financial Rewards
For the most part, policy on major financial rewards is decided centrally. But some modest rewards
may be possible.
Give External Recognition
Many outsiders may help your organization to attain its goals and this contribution should be recognized.
Create opportunities to show your appreciation such as volunteer appreciation nights or plaques to present
to other agencies.
Seek External Recognition
A number of competitive awards are given for good public management. Seek them out.
50
51
SUMMARY
The example on the following pages provides a summary of the Service Improvement Planning and
Implementation methodology at work. Each of the above identified steps are important and contribute to overall
success; none can be skipped or glossed over. Although presented as discrete elements, the steps are obviously
interconnected.
For success, leadership from all employees is a must and serves as a base to build a strong service improvement
initiative. This starts with the creation of a Service Improvement Team to assist with the process. This team sets
out to adopt a results-based service improvement planning and implementation approach that answers four key
questions in nine steps in this methodology.
The first question is Where are we now? This is addressed with an internal assessment by identifying the clients,
products, services, partners and stakeholders of the organization. Then, the current state is assessed through the
establishment of a client feedback strategy and the identification of current levels of client and employee
satisfaction, expectations and priorities.
The next question is Where do our clients want us to be? This involves defining the desired future state of the
organization by ensuring the mission statement includes a service vision. Client priorities for improvement are
identified based on client and employee feedback. Client satisfaction targets are then set along with client-driven
service standards.
The next question, How will we get there? is addressed by the design of a service improvement plan that has
action plans to achieve targets, a defined schedule, and resources and responsibilities allocated.
The final question asks How do we make it happen? and involves the implementation of the service
improvement plan, and the monitoring and measuring of progress made while ensuring accountability for
results. This concludes with an employee recognition program that celebrates success.
Each must be revisited as part of a continuous improvement approach, some more frequently than others. For
example, the Service Improvement Plan will be reviewed more frequently than the mission and vision statement.
The task is not easy. But it can be fun. There is joy in achievement. There is also joy in watching clients
satisfaction levels rise. It reassures us of the value of our work and makes the workplace more enjoyablecause
for celebration.
Example of the Service Improvement Planning and Implementation (SIPI)
Methodology at Work
The following example is fictitious and designed for demonstration purposes only. A
Ministry of Agriculture has an information and training program designed to assist
farmers with environmental management of sensitive lands along streams. The
Ministry is not certain how well this program is performing for its clients but some
anecdotal feedback makes them think it could perform better using a structured
service improvement planning process. The Ministry has decided that it would like
to achieve an improvement of 10% in service performance over a three-year period.
52
To begin, the Ministry has decided to create a small team to assist with the
development of a Service Improvement Plan. As the plan will only involve a modest
sized program, the team will be ad hoc rather than dedicated.
Assessment: The team starts with an identification of all the clients, partners and
stakeholders involved in the program. Once started, the team quickly realizes that
the program has a much larger impact than they originally thought. While the
primary clients of the program are farmers, several others are identified, including
one that was previously overlooked: rural property owners who are not farmers but
rent their property out for intensive agriculture. Some internal clients of the
program include the Communications Unit that provides information and brochures
at autumn fair displays. In terms of partners, other government ministries were
identified: Ministry of Environment (water protection, pollution control), Ministry of
Natural Resources (fisheries protection), and local watershed management
authorities. As well, non-governmental organizations are identified as partners,
including farming associations and conservation groups that provide information
and training to their members. Stakeholders include anglers and the local
communitythe latter through the flood control benefits derived from the program.
Current State: The team establishes a client feedback strategy, with comment
cards for clients coming to offices for information, and satisfaction surveys for
clients taking training. When required, focus groups will collect more detailed
information from clients. The improvement initiative focus is on improving the
satisfaction of direct program clients: farmers. To begin, these clients are brought
together for a few focus groups to gather some initial information on the issues.
This is followed by a CMT-based client survey for which, in addition to the core
questions, the team adds a few standard items (notably from the Communications
Unit) and creates a section related specifically to the program (such as questions
specifically on training), using standard CMT metrics. This survey provides a
benchmark to measure progress. The survey reveals an overall satisfaction level of
70%, which leads to a target of 77%, representing a 10% increase in client
satisfaction.
Mission/Vision: In reviewing the mission statement of the branch delivering the
program, the team sees room for improvement. The current mission is To provide
high quality information and training on sustainable agricultural practices to the
farming community. While good, the team and senior management think it best to
tweak the wording to state: To provide high quality information and training on
sustainable agricultural practices to meet the needs of the farming community.
While minor, this ensures the focus is on the needs of the clients and indicates a
culture shift to a citizen-centred organization.
Priorities for Improvement: From the survey, clients clearly identified three
improvement priorities. These deal with the clearness of communication, the
amount of time required to deliver training, and telephone access to the Branch for
program information.
Standards and Targets: The team looks at the data and determines that in order to
achieve a 10% service performance improvement, it will set an annual objective of
2.3% (72.3% in Year 1; 74.6% in Year 2; and 77.0% in Year 3). For service
standards, the team takes the lead from the survey and the Citizens First survey.
53
For in-person service, the clients want service within five minutes; to deal with no
more than two people; and phone calls answered within three rings. The objective
is to achieve these standards 80% of the time.
The Service Improvement Plan: The team then constructs the Service Improvement
Plan. An integrated document, it contains much of the content already developed.
This plan includes statements on the timeframe and scope of the initiative, the
efforts taken to develop the plan, the mission statement of the program, and the
vision of citizen-centred service in the Ministry. From the three priorities identified,
the team draws up the action plan that identifies the needed actions for
improvement, and states the responsibilities, timeframes, results, and how results
will be measured. Several individuals involved in the program are identified with
responsibilities. The improvement plan also states that the results for
implementing the plan will be reported as part of the regular reporting process for
the program, with additional reports made on a quarterly basis for staff and
partners. Management accountability for the improvement plan lies with the
Branch Director, who gives final approval to the plan, and has made the Service
Improvement Plan part of the accountability agreement with her ADM.
Implementation: The team recognizes that the implementation of the improvement
plan is strongly linked to the next stage of monitoring. This includes communication
of the plannot just to staff, but to the partners and stakeholders. The
responsibilities stated in the plan are verified so that everyone is clear on
expectations, why the changes are being made, and what the desired outcome is:
increased client satisfaction. This supports a culture shift to a citizen/client focus.
Management also ensures that changes are made to support the plan, such as
working with Systems to improve the telephone services, and addressing the clarity
of the information in documents. Where needed, staff training is identified and
undertaken. As it exists, the plan is likely not perfect and will require adjustment.
While intended as an annual document, the plan is expected to have periodic
adjustments, especially during early implementation. Implementation is not a oneoff event, but a continuous improvement process.
Monitoring: With implementation underway, the improvement plan is monitored as
part of a continuous improvement process. A monitoring system is put in place as
part of the client feedback strategy that provides timely feedback. In addition,
periodic reviews are undertaken through informal staff networks and periodicals to
see how other jurisdictions are performing on similar programs as part of a
benchmarking exercise. Results are measured and communicated on a regular
basis to staff, clients, the legislature, and the public. Accountability decisions are
then made based on the monitoring. With a short timeframe (three years), the
54
team decides that monitoring and revision will focus only on the Service
Improvement Plan. Longer timeframes might make it appropriate to revisit the
earlier steps and reconfirm the identification of clients and the program mission to
ensure they are still valid.
Rewards and Recognition: After consulting with staff and management, the team
decides to recommend to management that the improvements recognize all staff
involved in the initiative rather than only individuals. They also feel that both
ordinary and extraordinary achievement should be recognized, from completion of
an action item to achievement of the client satisfaction targets, and reflect the
significance of the accomplishments. An annual recognition dinner is also
suggested to recognize the external partners who help deliver the program.
55
GLOSSARY
Baseline data: data captured at the beginning of a process that an organization can compare with the same type
of data collected at the end of the process. This allows organizations to measure differences in performance.
Benchmarking: the action of identifying, comparing, understanding and adapting outstanding practices
found either inside or outside an organization. Benchmarking is based mainly on common measures and
the comparison of obtained results both internally and externally. This information will help the organization to
know where it is in terms of performance and to take action to improve its performance based on a best
practice organization.
Citizens: bearers of rights and duties in a framework of democratic community. There are three dimensions
of citizenship: citizens as clients (the users or recipients of government services), citizens as taxpayers,
and citizens as members of a civic or democratic community, with the rights and obligations such
membership entails.
Client expectations: the assumptions that each client has about the kind of service that will be provided during
a transaction. The expectations are usually related to timeliness, reliability, accessibility, responsiveness and
product quality.
Clients: the category of citizens who are the direct users or recipientssometimes involuntary recipientsof
government services.
Continuous improvement: the ongoing process of assessing performance against desired results and client
feedback, and subsequently making adjustments to improve performance.
External Client: a member of the public who is a direct recipient of public services.
Focus group: a small group of clientsusually between 6 and 12brought together to provide their views
on particular services and products.
Innovation: the implementation of new methods or ideas to improve the quality of service provided. An
innovative approach to providing quality service includes looking beyond traditional methods of doing business.
Internal Client: a public sector employee who receives services directly from fellow government service
providers to, in turn, provide services to their clients.
Partner: organizations who work co-operatively together towards shared or compatible objectives with some
degree of shared authority and responsibility, joint investment of resources, shared risk and mutual benefit.
Quality: the degree of excellence clients perceive, based upon their needs and expectations.
Satisfaction target: the level of satisfaction an organization strategically identifies as a minimum to obtain for a
defined period of time.
Service gap: the difference between what clients expect and what they perceive they received.
56
Service Improvement Plan: based on knowledge of client needs, preferences, expectations and priorities for
improvement, the improvement plan is a management tool used to set activities to meet the service standards
and satisfaction targets set for the organization.
Service Standard: a pledge that a service will be delivered at a defined level. It provides a yardstick against which
services can be measured.
Stakeholder: an individual or organization who receives an indirect social benefit from a public service and who
may be affected by changes in service even though they are not themselves a client.
Target: an objective the organization would like to achieve, usually within a certain timeframe.
57
APPENDIX
58
APPENDIX
Method
Frequency
Responsibility
Citizen expectations
and needs
Focus groups
Annually
Director, Strategic
Planning
Client satisfaction
Exit survey
Postal survey
Continuous
Annually
Client priorities
for improvement
Exit survey
Postal survey
Continuous
Annually
Client complaints
Complaint
management system
Semi-annually
Short electronic
employee survey
Semi-annually
Director,
Human Resources
Bi-monthly
Employee satisfaction
Employee ideas for
improvement
Director,
Client Services
59
APPENDIX
60
Small focus groups (between six and ten participants, including moderator) are generally more successful
than larger groups.
The recruitment process should ensure the group is representative of the whole target group.
The goal is to reach a consensus among group members.
A moderator is needed to lead the discussion group. This person should ensure that all relevant topics are
covered, everyone has the opportunity to voice their opinions, and the results of the session are recorded.
Outline the general purpose and overall approach for the discussion to all participants at the start of the
discussion meeting.
Each person should be encouraged to actively participate in the discussion and voice their opinions.
Some topics can be facilitated through graphics, flip charts, video, etc.
Refreshments could be provided.
Further Information
For more information on the CMT, including the questions contained in the tool, please consult:
The Institute for Citizen-Centred Service(ICCS), 2003. Common Measurements Tool: CMT User Manual.
Web site: http://www.iccs-isac.org
61
Question
Response Scale
Timeliness
1 - Very Dissatisfied
2
3
4
5 - Very Satisfied
N/A - Not Applicable
Telephone
In-person
Web
Mail
Email
Accessibility
1 - Very Dissatisfied
2
3
4
5 - Very Satisfied
N/A - Not Applicable
Telephone
In-person
Web
Mail
Email
Overall
Satisfaction
1 - Very Dissatisfied
2
3
4
5 - Very Satisfied
N/A - Not Applicable
Telephone
In-person
Web
Mail
Email
Fairness
Agreement
1 - Strongly Disagree
2
3
4
5 - Strongly Agree
N/A - Not Applicable
Importance
1 - Not at all important
2
3
4
5 - Very Important
N/A - Not Applicable
Telephone
In-person
Web
Mail
Email
Information
Agreement
1 - Strongly Disagree
2
3
4
5 - Strongly Agree
N/A - Not Applicable
Importance
1 - Not at all important
2
3
4
5 - Very Important
N/A - Not Applicable
Telephone
In-person
Web
Mail
Email
Extra Mile
Agreement
1 - Strongly Disagree
2
3
4
5 - Strongly Agree
N/A - Not Applicable
Importance
1 - Not at all important
2
3
4
5 - Very Important
N/A - Not Applicable
Telephone
In-person
Web
Mail
Email
Agreement
1 - Strongly Disagree
2
3
4
5 - Strongly Agree
N/A - Not Applicable
Importance
1 - Not at all important
2
3
4
5 - Very Important
N/A - Not Applicable
Telephone
In-person
Web
Mail
Email
SATISFACTION
PERFORMANCE
Competence
* Questions about service staff will not be relevant in many surveys of Internet services, however they may be
relevant when the service involves new technologies such as Voice over Internet Protocol.
62
Access
Agreement
1 - Strongly Disagree
2
3
4
5 - Strongly Agree
N/A - Not Applicable
Importance
1 - Not at all important
2
3
4
5 - Very Important
N/A - Not Applicable
Telephone
In-person
Web
Mail
Email
Waiting Time
Agreement
1 - Strongly Disagree
2
3
4
5 - Strongly Agree
N/A - Not Applicable
Importance
1 - Not at all important
2
3
4
5 - Very Important
N/A - Not Applicable
Telephone
In-person
Web
Mail
Email
Navigation
Agreement
1 - Strongly Disagree
2
3
4
5 - Strongly Agree
N/A - Not Applicable
Importance
1 - Not at all important
2
3
4
5 - Very Important
N/A - Not Applicable
Telephone
In-person
Web
Mail
Email
Appeal
Agreement
1 - Strongly Disagree
2
3
4
5 - Strongly Agree
N/A - Not Applicable
Importance
1 - Not at all important
2
3
4
5 - Very Important
N/A - Not Applicable
Telephone
In-person
Web
Mail
Email
Information
Agreement
1 - Strongly Disagree
2
3
4
5 - Strongly Agree
N/A - Not Applicable
Importance
1 - Not at all important
2
3
4
5 - Very Important
N/A - Not Applicable
Telephone
In-person
Web
Mail
Email
Privacy
Agreement
1 - Strongly Disagree
2
3
4
5 - Strongly Agree
N/A - Not Applicable
Importance
1 - Not at all important
2
3
4
5 - Very Important
N/A - Not Applicable
Telephone
In-person
Web
Mail
Email
__ Yes
__ No
__ I got part of what I needed
OUTCOME
Outcome
Telephone
In-person
Web
Mail
Email
63
Comment Cards
In addition to surveys, comment cards are a common method to gather feedback from clients. Both tools provide
some of the same information, but each is intended for a specific purpose. A survey is intended to gather
information that can be analyzed and results benchmarked over time. The process uses a methodology that
ensures that the results are representative and statistically valid. This allows the organization to know with a
degree of certainty the extent to which service improvement efforts have impacted customer satisfaction, and to
make strategic decisions based on the information.
Comment cards only provide broad opinions, which are often valid, but which cannot be used to track changes. As
they do not follow a rigorous methodology, they are not considered statistically valid or representative of the client
base. Since anyone can complete a comment card, in many cases they are only completed after a negative
experience and have been referred to as complaint cards. The primary purpose of the comment card is to
provide information to staff quickly to so that operational problems can be corrected as soon as possible, notably
on the key drivers of service (e.g. timeliness, staff courtesy, staff competence, quality of information, fairness, and
outcome of the service). In addition, comment cards emphasize open-ended questions for broader comments on
the service experience. Comment cards, as such, serve to supplement rather than replace a customer satisfaction
survey. A generic comment card can be found on the following page.
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65
APPENDIX
Employee Surveys
Purpose of an employee survey
Organizations may conduct employee surveys as part of their service improvement initiative for a number of
reasons. Employee involvement, commitment and participation are key elements of any organization that would
like to improve service for citizens. Management needs the opinions of the work force to identify areas for
improvement and should, therefore, provide regular opportunities for employees to participate in the decisionmaking process.
A well-handled employee survey can catalyze or enhance communication, partnerships with employees, and
motivation. Morale, productivity, commitment and organizational vitality can be substantially improved by
listening to and acting on employee suggestions.
Employee surveys can:
allow an organization to tap employees as a resource to focus on areas within the organization that can
be improved. Survey data can identify the highest-priority elements of the organizations service
improvement initiative;
establish baseline data for an organization in terms of the degree to which it meets the criteria of a
quality service organization. From this baseline data, the organization can measure progress made in
implementing or improving its quality service initiative. The baseline data could also help organizations
identify, understand and adapt current outstanding practices that will provide the basis for further
improving performance;
obtain input from employees, thereby encouraging participation in the change process and fostering
buy-in;
identify training and learning needs to support the service improvement initiative, and
gather perceptions on other key elements of a service improvement initiative, such as leadership and
recognition programs.
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Success criteria
To ensure the quality and the validity of the survey some methodological and strategic decisions will be required
to:
determine whether to use the whole employee group or a representative sample;
involve staff representatives in the first step of the process;
control the size of the questionnaire by focussing on what is really important;
design a comprehensive questionnaire ensuring that employees understand the meaning of each
question and are able to answer it in preliminary test;
dedicate adequate resources and time;
clearly communicating the survey purpose and its link with the organizational mandate;
use management representatives to send the survey, and raise the importance of this consultation by
ongoing communications;
send a reminder memo in order to increase the participation rate;
ensure confidentiality and anonymity to participants;
ensure independence of the process in delicate situations by using external resources;
integrate staff satisfaction in organizational performance indicators;
use appropriate resources and mechanisms to conduct statistical analysis;
act on results.
As part of the survey process, the organization should determine if the survey met its stated objectives. The
organization might assess success against the following criteria:
the employee participation rate;
the extent to which the survey assisted in the design of the service improvement initiative;
the extent to which the data helped measure progress in defined areas;
the extent to which the survey data was integrated with other service improvement data to design or
improve service delivery;
the extent to which follow-up surveys are used to measure progress in service delivery; and
the extent to which feedback loops were built into the survey to give employees information on survey
results and on actions deemed necessary by those results.
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Further Information
For more information on employee surveys, please consult:
Canada. Statistics Canada, 1992. Guide to Conducting an Employee Opinion Survey in the Federal Public Service.
Special Surveys Group, Statistics Canada.
Canada. Treasury Board of Canada Secretariat, 1999, Public Service Employee Survey.
Canada. Treasury Board of Canada Secretariat, 1995. Quality Service Guide VI: Employee Surveys.
Edwards, J. E., M. D. Thomas, P. Rosenfeld, and S. Booth-Kewley, 1996. How to Conduct Organizational Surveys: A
Step-by-Step Guide. Thousand Oaks, California: Sage Publications.
Harwood, Paul L, 1998. Employee Surveys in the Public Service: Experience and Success Factors.
Ottawa: Canadian Centre for Management Development.
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The description of the Service Improvement Matrix is taken from Listening to Customers:
An Introduction prepared by S.A. Woodhouse et al. for the Service Quality B.C. Secretariat,
Government of British Columbia, 1993.
APPENDIX
Setting Priorities
The Satisfaction/Importance Matrix7
As noted in Step 4: Setting Improvement Priorities, one way to determine priorities for service improvement is
to create a service improvement matrix. This allows decision makers to visualize potential areas for service
improvement based on client survey responses by plotting client satisfaction and the importance of each
service element.
By plotting the two ratings on a two-dimensional grid, it can be quickly determined which improvements are both
necessary (low satisfaction ratings) and important for clients (high importance ratings). The location of each service
element plotted isolates those that are service improvement priorities (see the legend on the following page).
The following data illustrates the use of the matrix, based on the five-point scale of the CMT.
a)
b)
c)
d)
e)
Dimension of Service
Hours of service
Comfort of waiting area
Waiting times
Parking
Staff courtesy
Satisfaction
1
2
2
5
4
Importance
3
4
2
2
5
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Based on the data in this example (which uses an adjusted centre line), Hours of Service and Waiting Times
emerge as improvement priorities.
When designing your questionnaires and testing them with focus groups, be sure to verify that you will get data
to construct a service improvement matrix. As well, several priorities will likely emerge, or priorities identified
only by a minority of respondents may be squeezed out of the Priorities for Improvement quadrant. It is
essential that the importance ratings be supported by a question that asks respondents to identify their top
priorities for improvement.
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APPENDIX
Telephones: 84% of respondents feel that a thirty second wait on the telephone is acceptable; 68% of
respondents believe that a wait of one minute or more for a government representative is unacceptable.
Referrals: 82% of respondents find it acceptable to deal with two people in order to get the service; 89%
find it unacceptable to deal with more than two people.
Waiting in Line: 85% of respondents believe that waiting in line at a counter for two minutes is acceptable
service; 89% of respondents believe that a wait of fifteen minutes or more in a government line is
unacceptable.
Postal Service: 75% of respondents feel a two week wait is an acceptable time to allow for a mailed reply;
96% find more than three weeks is unacceptable.
E-mail: 66% of respondents believe that an e-mail message should be returned within one day; 98%
consider a reply within two days unacceptable.
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Widespread and equitable. Service standards should have a wide application across an organization, with
the same standards applied to clients using the same services in different locations.
Meaningful to individuals. Standards should be meaningful to the people using the service, relate to
those service aspects the clients feel are important, and be expressed in terms the client can easily
understand.
Based on consultation. Service standards should be developed in consultation with clients.
Attainable yet challenging. Standards should be realistic, based on analysis, consistent with program
objectives, and achievable while at the same time providing a challenge to the service providers.
Affordable. Standards should take account of user charges, if applicable, and be attainable within available
resources.
Owned by managers and employees. Service standards are an essential management tool in service
delivery. The managers and employees are responsible for taking ownership of them and setting and using
service standards to continually improve the cost-effectiveness of service delivery.
Published. Service standards should be published and made known to clients.
Performance measured and reported. Performance achievements should be monitored against the
standards and client satisfaction with the service provided, with results reported to clients.
Reviewed and updated. Standards should be regularly reviewed and adjusted to reflect new
circumstances.
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Know your business. Identify clients (direct and indirect), services, and partners; define current activities;
know what is affordable (what does it cost to deliver your services?).
Consult with clients and staff. What are the most important features of the service you provide? What are
the clients satisfaction levels with the service? What changes do clients want or need? What are client
expectations? What are your responsibilities? Outline reciprocal responsibilities and roles.
Set client-sensitive service standards. Establish standards which are easily understood byand
important forclients. Consider piloting a standard on a small scale, and provide cost projections when
appropriate and reasonable. Fine-tune the standard.
Empower and train service providers. Train and equip staff to help clients and let staff know what is
expected of them. Empower front-line staff to make decisions. Train managers and supervisors in
leadership and motivation.
Communicate service standards and report on performance. Advise staff and clients of service
standards. Report on the performance achieved versus the standards; report on clients satisfaction level
with this service.
Implement service standards and manage service quality. Measure your performance against your
standards. Strive for continuous improvement. Develop a Service Improvement Plan.
Further Information
For more information on service standards in the Government of Canada, please consult:
Canada. Treasury Board of Canada Secretariat, 1995. Quality Service Guide VII: Service Standards. Ottawa:
Minister of Supply and Services Canada. Available on the Internet at:
http://www.tbs-sct.gc.ca/Pubs_pol/opepubs/TB_O/siglist_e.html
Canada. Treasury Board of Canada Secretariat, 1996. Service Standards: A Guide to the Initiative. Ottawa:
Minister of Supply and Services Canada. Available on the Internet at:
http://www.tbs-sct.gc.ca/Pubs_pol/opepubs/TB_D3/GUID_e.html
Canada. Treasury Board of Canada Secretariat, 1996. An Overview of Quality and Affordable Service for
Canadians: Establishing Service Standards in the Federal Government. Quality and Affordable Services for
Canadians: Establishing Service Standards in the Federal Government (An Overview). Ottawa: Minister of Supply
and Services Canada. Available on the Internet at:
http://www.tbs-sct.gc.ca/Pubs_pol/opepubs/TB_D3/OQUA_e.html
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APPENDIX
Purpose
The Service Improvement Plan isin essencea comprehensive summary document that captures the
information collected and synthesized in Step 1 to Step 5 and presents it in a concise manner. It will identify the
clients, partners and stakeholders of the organization, and state the mission statement of the organization that
includes a service vision to provide focus to serve as a reminder of the mission when drafting the plan. It will
identify the client feedback mechanisms used and identify the current levels of client and employee satisfaction,
expectations, and priorities. From this, it will identify the priorities that clients have identified for service
improvement, and lead to the setting of satisfaction improvement targets and client-driven service standards. The
improvement plan then states actions to achieve the targets, defines the schedule, and allocates resources and
responsibilities for improvements. It is also forward-looking to the later steps by identifying how progress will be
measured for each target.
Suggested Approach
The examples found on the following pages are examples only. They are not intended to represent the definitive
ways to structure a Service Improvement Plan, but to serve as suggestions for organizations, from the work unit
level up to the department, or agency-wide basis, for what such a plan might look like.
The examples are presented in a variety of formats, but generally all contain the same basic information
elements. Remember, the Service Improvement Plan is designed primarily to serve the internal needs of the
organization to structure and plan actions for improvements. As such, the structure of the plan should reflect the
needs of the organization so that is understandable by management and staff. A secondary consideration will be
any information needed for reporting purposes. In these cases, the organization may wish to use the same format
in the plan as it will use in the reporting process to simplify report preparation.
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76
77
78
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APPENDIX
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ADDITIONAL RESOURCES
R.A. Malatest & Associates Ltd., 2002. Clients Speak: A Report on Single-Window Government
Services in Canada. The Public Sector Service Delivery Council & The Institute of Public
Administration of Canada.
George Spears & Kasia Seydegart, 2001. Citizens First 2000. Erin Research Inc. for the Public
Sector Service Delivery Council & The Institute of Public Administration of Canada.
George Spears, Kasia Seydegart, & Faye Schmidt, 2003. Citizens First 3. Erin Research for The
Institute for Citizen Centred Service & The Institute of Public Administration of Canada.
Phase 5, Spring 2004. Taking Care of Business. Phase 5 for The Institute of Public
Administration of Canada.
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