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From Single Windows to Integrated Service Delivery: A Canadian Perspective Institute for Citizen-Centred Service Charles Vincent - September 21, 2005 Presentation.

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Presentation on theme: "From Single Windows to Integrated Service Delivery: A Canadian Perspective Institute for Citizen-Centred Service Charles Vincent - September 21, 2005 Presentation."— Presentation transcript:

1 From Single Windows to Integrated Service Delivery: A Canadian Perspective Institute for Citizen-Centred Service Charles Vincent - September 21, 2005 Presentation to: International Seminar SAC Salvador, Bahia, Brazil

2 Presentation Overview Collaborative Service Improvement in Canada: The Institute for Citizen-Centred Service Access to Public Services: From Single Windows to Integrated Service Delivery Improving Service Quality: The Drivers of Client Satisfaction Why is all this so important? Service Quality and Confidence in Government

3 ICCS Mission and Mandate To promote high levels of citizen satisfaction with public-sector service delivery. Platform for Horizontal Initiatives Institute for Citizen-Centred Service Research Common Measurements Tool Knowledge Management

4 Collaboration = Success –The ICCS is a collaborative venture: Government of Canada; Provinces & Territories; Municipalities; Institute of Public Administration of Canada Public Sector Service Delivery Council; Public Sector CIO Council.

5 Listening to Citizens: Canada’s Citizens First Surveys Citizens First surveys of 6,000-10,000 citizens are conducted by ICCS every two years; –CF is a collaborative project of the federal, provincial, territorial, and municipal governments across Canada; –CF measures citizens’ service needs and expectations; –CF tracks citizen satisfaction with over 80 government services; –CF identifies citizens’ priorities for service improvement, and therefore the forward agenda for government action on service improvement.

6 The Citizens First Service Model

7 Comparative Service Improvement Strategies Single Window Focus on Access Service Quality Focus Most Jurisdictions Australia United Kingdom Canada Source: Marson, Queen’s University

8 “Knowing where to start is the biggest challenge in getting government service” “I feel confident I can readily access any government service I need” Citizens’ Views on Access Source: Citizens First

9 Single-Windows: A Runaway Hit in Canada Service Canada Service New Brunswick Access PEI Service Nova Scotia Services Québec Service Ontario Service B.C. Service Manitoba Service Alberta…

10 The Value of Single-Window Service Delivery Citizens want government services that are as accessible, convenient, and seamless as possible… the essence of the single-window approach is the bringing together of government services, or information about them, in order to reduce the amount of time and effort citizens must expend to find and obtain the services they need. Bent, Kernaghan, and Marson (1999)

11 Single-Window Service Delivery: Three Main Types “Information Gateways” –Improving accessibility through single-window information and referral. “One-Stop Department Stores” –Improving convenience and accessibility to a wide range of government services. “Seamless Service Boutiques” –Single-window access to a related cluster of services, including across jurisdictional lines.

12 Single Window Examples in Canada Information Gateways: –1-800-O-Canada Achieves comparable performance scores to private sector –Toronto 211 Service Department Stores: –Service New Brunswick Model being replicated in Suffolk County (UK) –British Columbia Government Agents Service Boutiques: –The Business Link Business Service Centre –HealthyOntario.com Received 2004 Webby award

13 From Single Window to Integrated Service Single windows are services that are GROUPED together; Integrated Service Delivery refers to services that FIT together. Michelle D’Auray as quoted by Ken Kernaghan

14 Multi-Channel Service Delivery The move toward integrated service delivery is being motivated by the multi-channel nature of service… Sources: Citizens First 3 / Taking Care of Business

15 Inter-jurisdictional Service Delivery … and by the increasing number of inter-jurisdictional service experiences Sources: Taking Care of Business

16 Integrated Service Delivery in Canada : A Model Independent Channels One Stop Shops Convenience and access to wide range of related and unrelated services Seamless Services Integrated access to related information, referral and services across jurisdictional lines Co- location Corporate Service Utility Delegated Delivery Channel Integration Service Integration Integrated Channel Management Organizational Integration Source: Marson, Treasury Board of Canada

17 Integrated Service Delivery: Beyond the Single Window eContact –Information management / search engine that cuts across channels and jurisdictions. Facing challenges of shared governance and shared sustainable funding. Will require common information management standards. BizPal –Integrated permitting and licensing application. Leading to business process integration across levels of government. Will face similar governance and funding challenges. Integrated Inspections and Enforcement –Inspectors across the Ontario Public Service now share a common set of processes and tools, enabling them to assess all aspects of a site in a single visit rather than sending multiple inspectors on a series of visits.

18 Some Keys to Success Putting the Structures in Place  “Bubble gum and good will” needs to be supported by a business plan and governance structure Learning to Hear and be Heard  Be clear about your needs while staying as flexible as possible Managing as Partners  Project managers need a strong relationship of mutual trust Leading with Vision  Senior champions who will remove barriers

19 Benefits of Integrated Services - The Canadian Experience for citizens: Accessibility – services are easier to find Timeliness Convenience Customization to individual needs Improved outcomes for governments: Lower costs of operation Introduction of innovation Improved program outcomes, Improved visibility, and Increased public trust and confidence

20 Access Remains a Significant Problem Q. I can readily access any government service that I need? “I appreciate O Canada – one access number to call to get in touch with the right government service. I also like to use websites for 24/7 access to government services.”

21 Access is a Priority  Citizens First 3 suggests that ACCESS remains a significant concern for citizens.  In particular, access over the TELEPHONE poses many challenges to citizens seeking public services  Can’t find the right number, Busy phone lines; Bounced around, IVR systems that confuse.  At the root of much of the dissatisfaction is a concern over the TIMELINESS of service – #1 driver.

22 The Citizens First Service Model

23 Expectations are Rising Canadians recognize that the government’s task is more difficult… Q. What quality of service should you get from government, compared to the private sector? Q. Governments have a more difficult task than the private sector – they must protect the public interest as well as meet the needs of citizens? … Yet they still expect service quality to be as good or better than the private sector

24 l Drivers of Satisfaction: l Timeliness l Knowledge l Fairness l Extra Mile / Courtesy l Outcome l Citizens who get good service on all 5 drivers rate SQ at 89 out of 100 Focusing on the Drivers of Satisfaction

25 Drivers of Satisfaction Timeliness Knowledge / Competence Extra Mile / Extra Smile Fairness Outcome Easy to Find Service Outcome Visual Appeal Complete Information In-Person / Phone Internet Results used to inform Common Measurements Tool We have a better understanding of what drives satisfaction

26 Timeliness: the Driver that Most Needs Improvement

27 Canada’s Improving Service Reputation The results from Citizens First demonstrate that service quality ratings can be improved.

28 Improvement in a Service Environment The results of individual services such as Canada Post (posted mail delivery) are also improving.

29 Improvement in a Regulatory Environment The results of the Canada Revenue Agency (taxation) demonstrate that service quality ratings can be improved in a regulatory environment too

30 The Common Measurements Tool A multi-channel instrument for designing client satisfaction surveys; Designed by public servants, for public servants; Enables organizations to benchmark results; Being used across Canada and in a growing number of other countries Gold Award 2000 Silver Award

31 “Core” CMT Questions Core questions are important for benchmarking Questions are aligned with the drivers of satisfaction Some cross-channel and some unique to channel ESD Core Questions Overall Satisfaction* Navigation Timeliness*Visual Appeal Accessibility* Information Communication*Privacy Outcome* * Common to all channels

32 CMT Benchmarking Database Central database for storing CMT data has been built; Ability to anonymously compare results against peer organizations; ICCS uses the database to search for trends, identify good practices, and contribute knowledge.

33 The Next Frontier? Public Sector Service-Value Chain Drivers: To be documented through research Drivers: Timeliness Competence Courtesy Fairness Outcome Drivers: Service Others to be discovered and documented JamesHeskett Telus Sears SQM Group Citizens First-3 Communication Canada ACSI 2002 Employee Satisfaction,& Commitment Client Satisfaction Confidence & Trust in Public Institutions ©Heintzman & Marson 2003

34 Why is all this so important? OverallGovernmentPerformanceRatingOverallGovernmentPerformanceRating Overall Service Quality RatingOverall Rating Source: Communications Canada Research in Canada highlights that there is a direct and measurable link between the quality of public sector service delivery and confidence in the public service.

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36 Thank You! For more information Charles Vincent


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