CITIZEN-CENTRED SERVICE DELIVERY-Collaboration among

federal, state, and local governments for enhancing citizen and business satisfaction with government services

D. BRIAN MARSONAPO International Technical Expert

Co-Founder and Senior Fellow, Institute for Citizen Centred Service(www,iccs-isac.org)

Colombo, June 2015

The

matic Areas

• Service Quality

• Innovation Leadership

• E-Government

• Regulatory Reform

• Citizen-centered Service

Targets

• Central government

• Local government

• Public service agencies

• Public enterprises

Methods

• Center of Excellence

• Best practice manual

• Training

• Observational study mission

• Development of NPOs

• Seminar

• Workshop

• Research

• Study Meeting

• Adoption of P & Q Tools

Results

• Citizen satisfaction

• Public trust

• Cost-effectiveness

• Competitiveness

• Quality of life

INTERNAL ENVIRONMENT (Organizational structure & culture, personnel, resources)

EXTERNAL ENVIRONMENT (Economic, Social, Cultural, Political, Demographic)

APO PUBLIC SECTOR PRODUCTIVITY FRAMEWORK

Presentation Outline

1. Canada’s collaborative approach to citizen-centred service improvement across the public sector

2. How the Canadian Public Sector Listens to Citizens

3. How collaboration has achieved Improved Citizen and Business Satisfaction with Government Services

4. How Collaboration has resulted in a Network of One-Stop Services across Canada

5. How Canada is now Collaborating with Other Countries to Create an International Community of Practice devoted to Service Excellence

“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, Canada

Defining Citizen-Centred Service Delivery

C

CITIZEN-CENTERED GOVERNMENT

Listening to Citizens, their Needs and their Priorities for Government Action

Meeting Citizens Needs through Integrated Government Policy and Integrated Service and

Regulation Delivery (“One Government-One Public Sector”)…. In order to improve

government performance in the eyes of citizens

Closing the Gap

“Governments … must collaborate if they hope … to operate efficiently and effectively …. Collaboration is the only strategy that allows today’s public sector organizations to reach across jurisdictions … to adapt themselves to a fast-changing societal landscape and to significantly improve their ability to deliver services at internet speed.”

Deloitte - The Future of Collaborative Government, 2008

Deloitte: Integrated Service Delivery is Essential for Efficiency and Effectiveness

Part One

How the Canadian Public Sector Collaborates to

Promote Citizen Centred Service

How the Canadian Public Sector Collaborates to Promote Citizen Centred Service

In1997, the Federal, Provincial and Municipal Governments created two Councils to work together to promote integrated, citizen and business-centred service delivery:

The Public Sector Service Delivery Council

The Public Sector Chief Information Officers Council

How the Canadian Public Sector Collaborates to Promote Citizen Centred Service

The mission of the PSSDC is to be a catalyst for: sharing information; identifying common challenges; initiating research and gaining insight into client needs; developing practical solutions; and, linking up government services wherever possible. The Council’s intent is to ensure that Canadian public services are at the forefront of providing excellent, modernized services which result in a customer experience which meets or exceeds citizens’ and the business community’s expectations.

The mission of the PSCIOC is to enable enhanced service to the Canadian public through collaboration across governments and demonstrated leadership in the management of information and technology.

1.How the Canadian Public Sector Collaborates to Promote Citizen Centred

Service

In 2002, the two Councils created the Institute for Citizen Centred Service to serve as their joint platform to:

Undertake research on citizens’ and businesses’ service needs

Manage biennial national surveys of citizens and businesses service satisfaction and their priorities for improvement

Promote the use of the Common Measurements Tool to measure and benchmark client satisfaction

Deliver common training and manage the professional service management certification (CSM)

Canada’s Public Sector Research, Measurement, Improvement and CS

Benchmarking Centre

Two Decades of Public Sector Collaborationon Service Delivery in Canada – Some

Results

1. Creation of the inter-governmental PS Service Council and PS Chief Information Officer Councils2. Creation of the Institute for Citizen Centred Service, co-funded by all levels of Government3. Completed eleven large National Surveys of Citizens and Businesses co-funded by all levels of Government4. Creation of a Common Measurements Tool and Benchmarking Centre to measure client satisfaction across the public sector

Two Decades of Public Sector Collaborationon Service Delivery in Canada – Some

Results

5. Creation of a network of one-stop services6. Identification of the ”drivers of client satisfaction” and the documentation of Citizen expectations for service delivery7. Steadily improved Citizen and Business satisfaction with government services8. Creation of a Certified Service Managers Program to professionalize service management

The Institute for Citizen Centred Service in Canada is now a World Centre for Research, Tools and Best

Practices in Citizen-Centred Service (www.iccs-isac.org)

The Institute for Citizen Centred Service Manages Canada’s National Surveys of

Citizens and Businesses: Measuring Service Satisfaction, Expectations and Priorities for

Improvement

The Canadian Public Sector MeasuresCustomer Satisfaction at a Macro National Level and at a Micro Departmental Level

CITIZENS FIRST RESEARCH AND NATIONAL

PERFORMANCE TRENDS SERIESORGANIZATION AND PROGRAM

LEVEL: CMT SATISFACTION SURVEYS

THE COMMON MEASUREMENTS TOOL

Measuring Service Satisfaction, Expectations and Priorities for Improvement at the Agency Level, and Providing an International CS Benchmarking Service

Part Two

Understanding citizens’ and business’ needs, their

expectations and their priorities for improvement

19

Understanding the Big Picture (Citizen Level) Citizens First national surveys every two years Taking Care of Business national surveys every two years Annual Canada Internet Panel (13,000 people) National focus groups (e.g. telephone service)

Departmental/Program Level (Client Level) The Common Measurements Tool (CMT)

Developed by public managers for public managers Housed at the Institute for Citizen Centred Service

www.iccs-isac.org

The CMT is based on the known “drivers” of client satisfaction The CMT permits programs to benchmark their results with others

Canada: Systematic Listening to Citizens and Business, and Improving Performance

20

Listening to Citizens and Business in Canada: Systematic National Surveys

(Sponsored and Funded by Government Agencies at all Levels)

(sponsored and funded by all levels of government)

Available at: www.iccs-isac.org

WHAT OUR CITIZENS EXPERIENCE

21

Citizens’ Needs &

Expectations

Finding the

Service

Accessing the

Service

Service Delivery: Citizens’ Experience

with the Service Provider

The “Outside-In” View

Over 90% of Citizens expected as good or better service from the

public sector than the private sector.

Citizens often needed more than one government

service – especially when dealing with life events such as birth, death, travel, unemployment and

migration

40% of Citizens did not know where to start to find the service

they needed:- confusing blue or Web pages- services not well advertised,

(CF5)

Two thirds of Citizens said it was difficult to access the people or

information they needed:-busy telephones

- voice mail or IVR- “not my department”

- broken links on Web sites (CF5)

Citizens are often required to manage the “white space”

between related services (service bundles/clusters)

Public services received an average service quality score of

74 out of 100 (CF7)

Six factors drive service satisfaction: ease of access,

timeliness, knowledge & competence, courtesy/extra mile,

fairness and outcome.

When all five are performed well, public services score 87 out of

100; when one driver fails the score drops to 74/100, when four fail –

37/100 (CF3)

Timeliness is most important driver across all services & the telephone channel remains their

priority for improvement.*Canadian research

How Businesses Experience Public Services

Business Needs &

Expectations

Finding the

Service

Accessing the Service

Service Delivery: Businesses’

Experience with Government Services

Their “Outside-In” View

87% of businesses agree good service from government is essential to a healthy business climate

TCOB2 research demonstrates empirical link – good service increases confidence in public institutions

Two-thirds of business clients reported access problems – each access problem causes a substantial drop in satisfaction – e.g. getting bounced from one person to another and lack of response to telephone messages each reduce satisfaction levels by 25 out of 100 points

Telephone is the most used channel – 62% of clients used it at some point during their recent experience

Two-thirds of service experiences are multi-channel – business clients report using 2.1 channels per service

The drivers of satisfaction are the same as for citizens.

The overall service quality trend is upward – the average rating across all services to business in Canada is currently about 70 out of 100, and rising.

23 23

Canadian Research Findings: The Key Drivers

of Public Sector Service Satisfaction*These satisfaction drivers and their relative importance are

consistent with those found in the biennial Citizens First Studies

Knowledge &Competence

Fairness

Courtesy & Extra Mile

Outcome

Timeliness

Citizens First 4

CLIENT SATISFACTION

©ICCS-ISAC 2005

* Drivers vary by type and strength with the business line and channel

Ease of Access

Performance on the Five “Drivers” Determines Overall Client Satisfaction

72 6964

55 51

0

20

40

60

80

100

1 2 3 4 5

How are we doing on the “drivers”?

Outcome Fairness Knowledge/competence

Courtesy/extra mile

TimelinessSource: Citizens First 3, 2003

72 6964

55 51

0

20

40

60

80

100

1 2 3 4 5

72 6964

55 51

0

20

40

60

80

100

1 2 3 4 5

How are we doing on the “drivers”?

Outcome Fairness Knowledge/competence

Courtesy/extra mile

TimelinessSource: Citizens First 3, 2003

Which Drivers Most Need Improvement? *

* Canadian research data- will vary by department and country

26

Service Standards: Identifying Citizens’ Expectations

Telephone

In-Person Email

2 1

3 0

1 4

4 23 9

2 0

3 5

51 0

1 10

2 5

5 0

7 5

1 2 -4 5 -9 1 0 -1 4 1 5 -2 9 3 0 -6 0 > 6 0

P ercen t o f resp o n d en ts

1 9 9 82 0 0 2

Nu mb er o f min u tes

3 0

1 05

4 4 4 0

2 92 4

4 3

5 2

26

1 2

1 2

0

2 5

5 0

7 5

4 h r S ame d ay Nex tb u sin ess d ay

2 d ay s 3 d ay s +

P ercen t o f resp o n d en ts

1 9 9 82 0 0 02 0 0 2

6

1 0

2 0

3 2

1 7

73 5

0

1 0

2 0

3 0

4 0

5 0

1 0 sec 2 0 sec 3 0 sec 1 min 2 min 3 min 4 min 5 min

P ercen t o f resp o n d en ts

Listening to Clients and Improving Service Satisfaction in Canada: The Common

Measurements Tool, & Service Improvement Guide

27

The CMT is used across the entire Canadian Public Sector and under license in New Zealand, Australia, Singapore, Qatar and several other countries

The Four-Step Service Improvement Process

Canada has taken a Results-based Approach to Service Improvement, Based on Research and Measurement

www.ipac.ca/ecommerce/uploads/NewDirections21-2009.pdf

Canadian Public Sector: Using the Drivers to Achieve Continuous

Improvement in Service Satisfaction

…Long-term trend for 26 services

7273

676464

50

60

70

80

1998 2000 2003 2005 2008

Average service quality rating(0-100)

Year

2014

74

Source: ICCS CF5 & CF6

AverageCitizen

Satisfaction Score – for 21 Government

Services

Improving Business Sector Satisfaction with Government

Services in Canada

Results Improvement for the Royal Canadian Mounted Police

Improving Royal Canadian Mounted Police Performance on the “Drivers”

81-84% OverallCitizen Satisfaction

The Royal Canadian Mounted Police Surveys over 7,000 Citizens Annually Using the Common Measurements

Tool Survey Tool, and Uses the Results to Improve Service

Some Canadian Best Practice Results

(Institute for Citizen Centred Service, Toronto, Benchmarking Service (www.iccs-isac.org)

34

Citizen Centered Service:Outperforming the Private Sector

--7174Supermarkets

7057--Canada Post

74647066Average rating across services shown

--6457Taxis

6858--Used municipal public transit (bus, streetcar, subway)

--7468Private mail carriers and courier companies

8477--Visited a public library

CF4CF1CF4CF1

GovernmentPrivate

Mean Service Quality Score(0-100)

Services

How do public and private services compare?Citizens First 1 and 4

--7174Supermarkets

7057--Canada Post

74647066Average rating across services shown

--6457Taxis

6858--Used municipal public transit (bus, streetcar, subway)

--7468Private mail carriers and courier companies

8477--Visited a public library

CF4CF1CF4CF1

GovernmentPrivate

Mean Service Quality Score(0-100)

Services

How do public and private services compare?Citizens First 1 and 4

“Many public sector services outperform mainstream private sector services in the eyes of Canadians” (Citizens First-4 Survey, 2006)

The Citizen-centred Service Agenda is now being linked to the Broader

Public Management Agenda

Staff Satisfaction, Service Satisfaction, and Trust in Public Organizations are Linked

The Public Sector Service Value Chain concept proposes that these three aspects of public management are linked:

LINK ONE: Engaged employees provide better service, and in the other direction good service to clients results in proud and engaged employees

LINK TWO: Excellent service is one important factor (along with good management) that helps build trust and confidence in public institutions

PEOPLE SERVICE TRUST

Excellent Service and Good Management Drives Citizen Trust and Confidence

in Public Organizations

CONFIDENCE In the Public Service

Excellent service and good managementcontribute to confidence in the public service

Excellent service

Benefits to citizens

Equal & ethical

treatment

Good leadership & management

Citizens First 4©ICCS-ISAC 2005

Peel Region (Toronto): Service Value Chain Measurement

(average score out of 10)

EmployeeEngagement

7.0

ClientSatisfaction

8.0

Citizen Trust& Confidence

7.0

• Clear and promising direction

• Respectful treatment & recognition

• Learning and growth• Work and performance

demands• Immediate supervisors• Value to customers• Confidence in leadership• Pay and benefits• Colleagues

• Timeliness• Service outcome (client got

what they needed)• Staff

• made a real effort• gave clear and accurate

information• Process

• is easy to follow• clear what to do if there

is a problem

• Quality of Life• Satisfaction with waste

collection, water quality and billing

• Satisfaction with roads• Peel staff service

commitments• Readily access services• Peel meets needs of this

diverse community

Ou

tco

mes

Dri

vers

Part Three

Providing One-Stop Services to Improve Access and Service

Convenience

Creating Integrated, One-Stop Service Delivery Solutions across the Public Sector

Why Citizens and Businesses Need One-Stop Government Service:

Citizens and Businesses often need more than one government service – especially when dealing with life events such as birth, death, travel, migration, unemployment, and business registration

40% of Citizens did not know where to start to find the service they needed

Two thirds of Citizens said it was difficult to access the people or information they needed

Citizens are often required to manage the “white space” between related services

( e.g. Business Registration, Deaths, Travel, Migration) The private sector has built one-stop shopping centers for citizen and

business convenience, and citizens expect the same convenience from government

Governments are also trying to reduce service delivery costs through the development of one-stop service.

Canada: has One-Stop Service Delivery for citizens and business at the National, Provincial and Local Government Levels: over 500 offices, plus a 1-800-OCANADA call center, and award winning E-service

Canada: 600 one-stop Service Canada offices

Canada: all levels of government are co-located at the Ottawa City Hall as aOne-Stop Government “Department Store”

Improving Access and Providing Seamless Service for Health and Social Services –

Ontario 211

Service Canada

Government One-Stop Services Are Expanding World Wide

In Europe, South America, the USA and Asia, many countries are implementing one-stop services for citizens and businesses.

In Asia, countries such as Malaysia, Indonesia, India, Thailand, and Singapore, are among the many APO members implementing one-stop services.

To be successful, these integrated, one-stop services require strong collaboration across departments, and levels of government, as well as strong collaboration as between IT managers and service managers.

Australia’s Centrelink: over 300 one-stop offices for citizens and businesses, plus mobile vans,

one-stop E-service, and call center service

Singapore ACRA’s One-Stop Portal for Business Including BizFile online Registration

(The World Bank Ranks Singapore Number 1 in East Asia for Ease of Doing Business)

CSC is meant to be a low cost vehicle for Government institutions to deliver eGovernment services to the rural population of India in the most cost-effective manner.

They are the physical front-end for delivery of eGovernment Services to citizens and accepting requests for government services from the citizen via eForms. They are also be used for delivery of services and interaction with private service providers.

The program has created 100,000 CSCs across India`s rural and remote locations of India by 2012.

India: Community Service Centers - 100,000 Kiosks in Rural Villages, via

a set of Public-Private

Partnerships

Malaysia’s Comprehensive New One-Stop Services for Citizens and

Businesses

Conclusion: Three Types of One-Stop Centers are Emerging in Asia and Globally

1. Information Gateways (One-stop Websites, Information Counters, and Call Referral Centres)

2. Service “Department Stores” which provide a wide range of government services in one place, either on-line or store-front (e.g. Service Canada or the Malaysian UTCs)

3. Service Boutiques with one-stop services bundled by client or by related services (e.g. businesses, senior citizens, health and social services)

TYPE 1 Information Gateway: Hong Kong SAR’s Government: One-Stop Call Centre and Website

Citizen Portal and 24/7/365 Call Center

TYPE 2: Thailand’s “Service Boutique” for Business Clients and Investors

TYPE 2: Thailand’s One Stop Centre forfor Integrated Social Services Responses

TYPE 3: MALAYSIA’S URBAN TRANSFORMATION CENTRES- GOVERNMENT

“DEPARTMENT STORES” WITH OVER 70 SERVICES-AND OPEN 24/7/365

Canada Business Service Centres

Integrated Service Delivery Maturity Models: Governance Arrangements

© Institute for Citizen-Centred Service and B. Marson

Co-located/Virtual Collaboration• Ottawa City Hall

Government Service Centre

• Texas.Gov

Integrated Management, Individual Ownership• Canada Business

Service Centres; • Service Tasmania

Utility and Single ISD Dept. Models• Singapore BizFile• Service Canada• Australia Centrelink• Service New Brunswick• New York 311

Overcoming the Barriers to Integrated Service Delivery Political and Public Service Leadership Perfecting Partnerships Establishing the governance framework Integrating IT Systems and Processes Marketing one-stop services to Citizens

Overcoming the Barriers to Integrated Channel Delivery (ICD)

Restructuring organizations to provide for integrated management of the channels

Integrating channels to achieve consistency and inter-operability

Achieving Excellence in One-Stop Service Delivery- Lessons Learned

Service Delivery1. Make Sure We Understand Service Citizens and Businesses Needs

2. It is Not Easy: Integrating service delivery across departments and jurisdictions is a new and difficult challenge in public management. But other countries have already done it, and have overcome the problems and have experience to share.

3. There are Necessary Conditions: To succeed, political leaders and central agencies must provide the political, bureaucratic and financial leadership to achieve horizontal service delivery in a vertical service universe. Public Sector Executives need to learn about the management of one-stop service delivery and build OSSCs Communities of Practice.

4. It will Take Time: The stronger the political leadership, the shorter the time needed to implement one-stop service delivery (for example, one-stop for business services in Singapore and Hong Kong). Streamlining regulations and processes across agencies is essential to success but takes time.

5. New Governance Arrangements will be Needed over Time: But virtual collaboration on one-stop Internet Portals call centres, and co-located One-Stop Shops can be accomplished via partnership arrangements.

Research on International Best Practices and Issues in Creating One-

Stop Services(Available at: www.iccs-isac.org)

Part Four

Emerging International Collaboration Among

Governments to Promote Sharing, Benchmarking and

Service Excellence

The Institute for Citizen Centred Service in Canada is a World Centre for Research, Tools and Best

Practices in Citizen-Centred Service (www.iccs-isac.org)

62

Accenture on the Role of the Institute for Citizen Centred Service Around the World

“The Institute for Citizen-Centred Service, works with governments across Canada and around the world to improve citizen satisfaction with public sector service delivery..…Canada's focus on self-examination and its relentless pursuit of user feedback have allowed it to continue to build what is clearly one of the world-leading customer-focused government programs…setting the standard for the rest of the world." ……Accenture

www.iccs-isac.org

The Institute for Citizen Centred Service

-International Government Partnerships

Canadian Federal, Provincial and Local Governments

United Arab EmiratesNew ZealandAustraliaQatarMalaysiaSingapore

International Collaboration- New Zealand and Canada

Since 2007, Canada and New Zealand have partnered to benchmark and improve public sector services

New Zealand adopted Canada’s Citizens First survey methodology and the Common Measurements Tool

Citizen surveys are conducted quarterly by the State Services Commission, and in addition New Zealand Departments and Agencies use the Common Measurements Tool to track and improve their own clients’ satisfaction.

Use of CMT allows New Zealand Departments to benchmark their performance against Canadian counterpart s

Ongoing NZ-Canada service excellence webinars.

New Zealand- Surveying Citizens and Using the Results to Drive Service Improvement

Quarterly Kiwis Count

2012-2015

New Zealand- Satisfaction Scores are Rising

NEW ZEALAND POLICE: SERVICE SATISFACTION IMPROVEMENT (2008-2014)

NZ POLICE: MEASURING AND IMPROVING CITIZEN TRUST AND CONFIDENCE (2008-

2014)

New Zealand Police Trust Scores have Improved by 10% in 5 Years

Others: BC Government, Peel Region, Calgary Police, Ont. PS

2009

73%

CMT2008

79%

2013

69%

2005

IMPROVING PUBLIC TRUST AND

CONFIDENCE IN THE NEW ZEALAND POLICE2005:

Values and Ethics

Problems Damage

Public Trust in

the Police

BENCHMARKING SERVICE PERFORMANCE NATIONALLY AND INTERNATIONALLY(Institute for Citizen Centred Service, Toronto,

Benchmarking Service (www.iccs-isac.org)

83%Client

Satisfaction

Royal Canadian Mounted

Police

95%Client

Satisfaction

Service British

Columbia

92%Client

Satisfaction

(Best Public Sector

Call Centre)

84%Citizen

Satisfaction

New Zealand Police

NEW ZEALAND GOVERNMENT SERVICE SATISFACTION AND TRUST: MEASUREMENT AND

IMPROVEMENT

International Collaboration:

Australia and Canada Australia and Canada have collaborated for

many years on good practices in service delivery, including exchanges between Service Australia and Service Canada.

Australian States and cities including Queensland and South Australia have adopted Canada’s Common Measurements Tool, which allows departments and agencies to benchmark their results with other states and with Canadian Provinces through the Benchmarking Centre at the Institute for Citizen centres Service (www.iccs-isac.org)

Service South Australia- Using Client Feedback to Promote Excellence in One-Stop Client Satisfaction

(Using the ICCS Common Measurements Tool)

84%

58%IN 2

YEARS

Using the Drivers to Achieve Service Excellence in Client Satisfaction

211 Ontario- One Stop Social Services

Service British Columbia

Service Canada Offices

International Benchmarking of Excellence in Client Satisfaction in One-Stop Services

Australia Centrelink Call Centre

% Client Satisfaction

International Collaboration: Canada and the United Arab

Emirates

Best Practices Study Tours to Canada Delivery of the Certified Service

Manager program in Abu Dhabi by the Institute for Citizen Centred Service.

International Collaboration:

Canada and Malaysia

Partnership agreement between MPC and the Institute for Citizen Centred Service

MPC Best Practices Study Tours to Canada Collaboration to organize the Global Forum

Conference on Excellence in One-Stop Service in Kuala Lumpur

Measurement and International Benchmarking using Canada’s Common Measurements Tool

International Collaboration: Canada and Malaysia

APO-Canada Collaboration APO’s 2010 Study Tour to Canada examined

innovations in Citizen-centred Service. Several countries adapted the innovations that were seen in Canada.

Potential Next Steps in International Collaboration on Citizen-Centred

Service Expanding APO’s role in Asia to

promote citizen- centred service, and service excellence

Creation of expanded International Partnerships & Communities of Practice to promote: One-stop services Measurement and Benchmarking Service Excellence Sharing of Best Practices in Citizen-

Centred Service E-Service Professionalization of service management

Conclusion: Through Collaboration and New Management Tools We Can

Measurably Improve Government Services, Productivity and Public Trust