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......... User Satisfaction. ......... Why? User Satisfaction Surveys are conducted to ensure we receive feedback from our customers in order to gauge.

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Presentation on theme: "......... User Satisfaction. ......... Why? User Satisfaction Surveys are conducted to ensure we receive feedback from our customers in order to gauge."— Presentation transcript:

1 User Satisfaction

2 Why? User Satisfaction Surveys are conducted to ensure we receive feedback from our customers in order to gauge our performance, focus our resources and achieve continuous improvement. This process is not intended as a comprehensive Quality Assurance exercise to address individual instances of dissatisfaction but is rather a health check of the overall level of service that the Force provides.

3 What we had Monthly paper questionnaires Response rate of approximately 40%. A comprehensive analysis of 20 months' data revealed no significant differences of interest, suggesting that continued quarterly analysis using the current format would be relatively uninformative and an inefficient use of current resources Monthly paper questionnaires Response rate of approximately 40%. A comprehensive analysis of 20 months' data revealed no significant differences of interest, suggesting that continued quarterly analysis using the current format would be relatively uninformative and an inefficient use of current resources

4 What we did Wide ranging review incorporated: 1. A review of existing literature regarding quality of service measurement / uses 2. A review of best practice across other forces 3. An audit of service delivery expectations / quality measurements taking place in Force 4. A review of what other organisations do in this area 5. Consultation with key stakeholders within the Force regarding what would be useful for them Wide ranging review incorporated: 1. A review of existing literature regarding quality of service measurement / uses 2. A review of best practice across other forces 3. An audit of service delivery expectations / quality measurements taking place in Force 4. A review of what other organisations do in this area 5. Consultation with key stakeholders within the Force regarding what would be useful for them

5 What we found Quality of Service is not merely concerned with user satisfaction although the two concepts are closely linked. An opinion regarding Quality of Service can be formed without having experienced the service first hand; in contrast, experience is a prerequisite to forming a satisfaction judgement. Service delivery is not a one-off event but rather the combination of often multiple interactions or experiences between front-line staff and the public. The major determinants of public satisfaction often have little to do with the outcome of the incident and more to do with how officers conduct themselves in public encounters. Service users are generally satisfied when their perceptions of the service they have received matches their expectations Quality of Service is not merely concerned with user satisfaction although the two concepts are closely linked. An opinion regarding Quality of Service can be formed without having experienced the service first hand; in contrast, experience is a prerequisite to forming a satisfaction judgement. Service delivery is not a one-off event but rather the combination of often multiple interactions or experiences between front-line staff and the public. The major determinants of public satisfaction often have little to do with the outcome of the incident and more to do with how officers conduct themselves in public encounters. Service users are generally satisfied when their perceptions of the service they have received matches their expectations

6 The current process Clear focus specifically on User Satisfaction Using the boundaries of the SPPF SPI methodology FSC conduct telephone interviews Sample stratified to divisional level on an annual basis based on contact levels 200 completed surveys per month Response rate = 92.9% Clear focus specifically on User Satisfaction Using the boundaries of the SPPF SPI methodology FSC conduct telephone interviews Sample stratified to divisional level on an annual basis based on contact levels 200 completed surveys per month Response rate = 92.9%

7 Internal Process Response rates are higher therefore do not need to over sample to get back minimum numbers Faster turnaround which enables a rolling programme of surveys throughout the year with results available in a timely fashion Results tend to be more representative of the population as there is less “self selection” from respondents Telephone surveys using appropriate technology mean that respondents are only asked relevant questions reducing the need for long questionnaires to ensure all aspects of interest are tapped into The approach can be more sensitive to the victim, seen as a positive approach by the police and more flexible in its delivery

8 What we ask 1.Service Attributes - 'what' the service delivers (outcome) and 'how' the service is delivered (process). 2.Performance assessments i.e. satisfaction, reassurance, opinion change Reason for contact Initial Contact Staff actions Initial action/ response Officer/ staff attendance Follow up Whole experience

9 Analysis High level descriptives – frequencies/ percentages Differences by populations e.g. time, Division, method of contact, reason for contact, how dealt with, demographics Significance testing Drivers of satisfaction Qualitative analysis of respondents comments

10 Satisfaction

11 Satisfaction 90.9% of respondents were satisfied with their Initial Police Contact; 3.8% were dissatisfied 93.2% of respondents were satisfied with the way they were treated by staff at initial contact; 2.2% were dissatisfied 84.3% of respondents were satisfied with the actions taken by Grampian Police to resolve their enquiry; 7.9% were dissatisfied 91.8% of respondents were satisfied with the way they were treated by the Police Officers who attended; 3.6% were dissatisfied 84.3% of respondents were satisfied with the overall way Grampian Police dealt with the matter; 7.9% were dissatisfied

12 Drivers of Satisfaction What are the top 10 influencing factors affecting respondents ratings for: What was your level of satisfaction with the overall way Grampian Police dealt with the matter?

13 Drivers of Satisfaction 1.PO - Appear knowledgeable about how to deal with your enquiry? 2.FP - Make an effort to understand the nature of your enquiry? 3.FP - Listen to what you had to say? 4.FP - Appear to take the matter seriously? 5.PO - Appear to take the matter seriously? 6.FP - Appear interested in what you had to say? 7.FP - Communicate clearly? 8.PO - Make an effort to understand the nature of your enquiry? 9.PO - Appear to know what they were doing? 10.PO - Treat you politely?

14 In their own words Over 800 positive comments; 200 ‘buts’; 1000 negatives Lack of follow up (over 25%) No Police officer attendance/ involvement (15%) Time delays (10%) Apparent lack of action (10%) Unsatisfactory resolution (10%) Lack of information on action (10%) Initial contact (5%) Insufficient inquiry (5%) Officer/ staff behaviour (5%) Other (5%)

15 Reporting structure Tiered approach to the reporting of the findings is being adopted: Quarterly - top-level satisfaction results, that inform the SPI, are to be reported to FEB on a Forcewide level to give an overview of progress to date. 6 monthly - key driver analysis will be undertaken to measure the impact of underlying factors of satisfaction. Annually - in depth analysis will break the information down further to explore variations by division and will involve far greater comparison between questions. This will allow for longer term service delivery planning to take place. Tiered approach to the reporting of the findings is being adopted: Quarterly - top-level satisfaction results, that inform the SPI, are to be reported to FEB on a Forcewide level to give an overview of progress to date. 6 monthly - key driver analysis will be undertaken to measure the impact of underlying factors of satisfaction. Annually - in depth analysis will break the information down further to explore variations by division and will involve far greater comparison between questions. This will allow for longer term service delivery planning to take place.

16 What are we doing? How can we begin to manage and not just measure: 1.Feedback to complainers policy 2.Expanded Service Charter 3.Publicise the results – Force Conference 4.Inform the training review 5.Feed into the Force tasking process 6.Inform the public

17 Where do we go from here The fundamental issue in service quality measurement is not how good or poor is the service, but how it could be better In order to make effective use of the information gained through satisfaction measurement there needs to be a link between public responses and decision making processes We need to communicate to the public what we have done (or not) as a result of what they tell us Service Quality Management Not Just Measurement Consider the needs for wider engagement The fundamental issue in service quality measurement is not how good or poor is the service, but how it could be better In order to make effective use of the information gained through satisfaction measurement there needs to be a link between public responses and decision making processes We need to communicate to the public what we have done (or not) as a result of what they tell us Service Quality Management Not Just Measurement Consider the needs for wider engagement


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