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From Single Windows to Integrated Service
Delivery: A Canadian Perspective
Institute for Citizen-Centred ServiceCharles Vincent - September 21, 2005
Presentation to:International Seminar SAC
Salvador, Bahia, Brazil
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
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
ResearchCommon
MeasurementsTool
KnowledgeManagement
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.
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.
Citizens First Service ModelCitizen’s Needs &
Expectations Finding/Accessing the Service or Group of Related Services
FINDING THE
SERVICE
-e.g. knowing the service location or phone #
ACCESSING THE
SERVICE
-e.g. parking, or getting through on thephone or Internet.
Service Delivery/Quality
SERVICE DELIVERY QUALITY:
One’s experience with the service provider
-why clients are or are not satisfied with the service they receive.
ImprovingService
PRIORITIESFOR
IMPOVEMENT
-using the surveyresults to guide improvements
ImprovingService
PRIORITIESFOR
IMPOVEMENT
-using the surveyresults to guide improvements
The Citizens FirstService ModelThe Citizens FirstService Model
Comparative Service Improvement Strategies
Single Window Focus on Access
Service Quality Focus
Most Jurisdictions
Australia
United Kingdom
Canada
Source: Marson, Queen’s University
“Knowing where to start is the biggest challenge in getting government service”
36
22
31
38
0
10
20
30
40
Stronglydisagree
Stronglyagree
Percentof
citizens
“I feel confident I can readily access any government service I need”
15
29
33
18
50
10
20
30
40
Stronglydisagree
Stronglyagree
Percent of
citizens
Citizens’ Views on Access
Source: Citizens First
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…
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)
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.
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
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
Multi-Channel Service Delivery
The move toward integrated service delivery is being motivated by the multi-channel nature of service…
29
50
2527
2015 14
6
14
3
0%
10%
20%
30%
40%
50%
60%
Perc
ent of R
espondents
1 2 3 4 5+
Number of Channels Used
Number of Channels On Recent Experience, Busineses vs. Citizens
Taking Care of Business Citizens First 3
Sources: Citizens First 3 / Taking Care of Business
Inter-jurisdictional Service Delivery… and by the increasing number of
inter-jurisdictional service experiences
Provincial/Territorial
Federal Municipal Tw olevels
Threelevels
33
31
3
21
10
0%
10%
20%
30%
40%P
erce
nt o
f res
pond
ents
Level of Government Dealt With
Sources: Taking Care of Business
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
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.
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
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
Access Remains a Significant Problem
Q. I can readily access any government service that I need?
“I appreciate 1-800 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.”
719
41
26
70
10
20
30
40
50
1 2 3 4 5Strongly disagree
Percent
Strongly agree
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.
Citizens First Service ModelCitizen’s Needs &
Expectations Finding/Accessing the Service or Group of Related Services
FINDING THE
SERVICE
-e.g. knowing the service location or phone #
ACCESSING THE
SERVICE
-e.g. parking, or getting through on thephone or Internet.
Service Delivery/Quality
SERVICE DELIVERY QUALITY:
One’s experience with the service provider
-why clients are or are not satisfied with the service they receive.
ImprovingService
PRIORITIESFOR
IMPOVEMENT
-using the surveyresults to guide improvements
ImprovingService
PRIORITIESFOR
IMPOVEMENT
-using the surveyresults to guide improvements
The Citizens FirstService ModelThe Citizens FirstService Model
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?
54 53 54
25 26 2621 21 20
0
20
40
60
80
Agree
Percent of
respon- dents
Neutral Disagree
Agreement
98 00 02 98 00 0298 00 02
4246
55 53 51
42
5 3 3
0
20
40
60
80
Higher
Percent of
respon- dents
Same Lower
Quality of service
98 00 02 98 00 0298 00 02
… Yet they still expect service quality to be as good or better
than the private sector
89
76
6353
34
22
0
25
50
75
100
5 4 3 2 1 0
Service quality
Number of drivers on w hich the citizen receives good service
Drivers of Satisfaction: Timeliness
Knowledge
Fairness
Extra Mile / Courtesy
Outcome
Citizens who get good service on all 5 drivers rate SQ at 89 out of 100
Focusing on the Drivers of Satisfaction
Drivers of Satisfaction
TimelinessKnowledge / CompetenceExtra Mile / Extra Smile
FairnessOutcome
Easy to Find ServiceOutcome
Visual AppealComplete Information
In-Person / Phone Internet
Results used to inform Common Measurements Tool
We have a better understanding of what drives satisfaction
Timeliness: the Driver that Most Needs Improvement
Driver
Satisfaction (0 – 100)
Timeliness Overall, how satisfied were you with the amount of time it took to get the service? 51
Agreement (0 – 100)
Fairness I was treated fairly 69
Competence Staff were knowledgeable and competent 64
Courtesy/ Staff were courteous 71Extra mile Staff went the extra mile to help me get
what I needed 55
Percent successful
Outcome I got what I needed 72
Canada’s Improving Service Reputation
5357
59
4750 51
4751
56
0
25
50
75
Municipal Prov/Terr Federal
Service quality
199820002002
The results from Citizens First demonstrate that service quality ratings can be improved.
Improvement in a Service Environment
5.76.2
6.6
1998 2000 2002
7.0
6.0
5.0
2005
7.0
The results of individual services such as Canada Post (posted mail delivery) are also improving.
Improvement in a Regulatory Environment
5.55.7
5.9
1998 2000 2002
6.0
5.5
5.0
The results of the Canada Revenue Agency (taxation) demonstrate that service quality ratings can be improved
in a regulatory environment too.
2005
6.2
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.
1999 Gold Award
2000 Silver Award
“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* NavigationTimeliness* Visual AppealAccessibility* InformationCommunication* PrivacyOutcome*
* Common to all channels
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.
The Next Frontier? Public Sector Service-Value Chain
Drivers:•To be documentedthrough research
Drivers:•Timeliness
•Competence•Courtesy•Fairness•Outcome
Drivers:•Service
•Others to be discovered and
documented
•James Heskett•Telus•Sears
•SQM Group
•Citizens First-3•Communication
Canada•ACSI 2002
EmployeeSatisfaction,& Commitment
ClientSatisfaction
Confidence & Trust in Public
Institutions
©Heintzman & Marson 2003
Why is all this so important?
0
1
2
3
4
5
6
1 2 3 4 5 6 7
Overall Overall GovernmentGovernmentPerformancePerformance
RatingRating
Overall Overall GovernmentGovernmentPerformancePerformance
RatingRating
Overall Overall Service QualityService Quality
RatingRating
Overall Overall Service QualityService Quality
RatingRating
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.
Service D elivery and D em ocratic C itizenship
Service Delivery and Dem ocratic C itizenship
Each service experience is a m om ent of truth
Strengthens or w eakens confidence in public institutions and dem ocratic citizenship
Both the challenge and the glory of service delivery in the public sector
