Treasury Board of Canada Secretariat
www.tbs-sct.gc.ca
Quality and Affordable Service for Canadians: Establishing Service Standards in the Federal Government - An Overview
A Message from the President of the Treasury Board to Public Service employees
Our government believes that all federal employees sincerely want to deliver quality services and programs. In fact, the review and renewal of federal programs and services that we have initiated has two objectives. First, to identify those programs and services that we will continue to provide within the resources available, because they are most important to Canadians. Second, to make sure that they are provided in the best way possible.
Our government shares your commitment to providing quality service, and I'm proud to say that Canada is already a leader in this field.
I know these are anxious times for government employees. Our various program reviews are challenging the status quo and will dramatically change the way the government operates. And you are the ones who are being asked to deliver better services with fewer resources. I believe, however, that focusing on quality service is the best way to do just that.
Furthermore, I know that we will not be able to renew our Public Service without your support. This is why I ask you to be as committed as I am to quality initiatives.
You will find in this report some concrete examples of how your colleagues in various departments and agencies are successfully establishing service standards. These examples will show you that it is indeed possible, even in these difficult times, to achieve positive and substantial results.
This report also gives you the opportunity to review and comment on a draft of the government's Declaration of Quality Service. The intent of the Declaration is to state the basic principles we all want to follow in delivering federal services. Before releasing it to the public, we want to know what you think. We especially want to hear your suggestions, because you will be asked to apply these principles in your daily work.
I hope that you are proud of the work you do and that you want to provide good service to the public. Our government, and I personally, support your commitment, and we encourage departments and employees to pursue the continuous learning and training that are key to working in a quality service environment.
I am confident that, with the renewal efforts already under way, we will succeed in providing quality services that are affordable, efficient, effective and responsive to the needs of Canadians.
Art Eggleton
What are service standards?
Most Canadians have had some experience with the service you provide as a federal employee. They may have applied for a passport or received a Canada Pension cheque. If they work for a business, a federal inspector may have visited their plant, worksite or office.
They may know the services you provide but not the things that make up those services. How long should it take to provide a service? How often will it be provided? What can people do if they're not satisfied?
The role of service standards is to answer those questions. They let Canadians know what kind of service they can expect from departments and agencies like yours.
Service standards are goals that we should try to achieve. They can help us give better service because they invite feedback from the public. And they can be applied to almost every service we deliver in the federal government, from issuing a licence to managing an internal operation that supports front-line workers. Establishing standards for such things as quality, frequency and cost can help improve a broad range of federal services.
The Passport Office clearly states its service delivery targets on every passport application form: "In person, our goal is to have your passport ready for pick up in five (5) working days. By mail, our goal is to mail your passport to you ten (10) working days after we receive your application."
Communications and Consultation Branch of the Department of Justice Canada has published a service standards pamphlet that states: "Respect is the hallmark of our service. We strive to meet your information needs and fulfill our obligations to you. Our aim is to provide service which is prompt and courteous."
Service standards components
Delivery targets such as short waiting times or extended hours of operation are only one part of the framework for a service standard. In fact, standards generally incorporate five separate components. They include a description of the service; a service pledge; delivery targets; the cost of delivering the service; and complaint and redress mechanisms.
- The description supplies details on the service the government intends to provide and, where applicable, the benefits clients can expect to receive. Using simple, easy-to-understand language, clients are told exactly what services or programs are available from a particular department or office.
- Service pledges or principles
describe the quality of the service a client can expect to receive from your
department, branch, office or agency. A pledge emphasizes service principles
such as openness, fairness and courtesy. It represents your commitment, to your
clients, about the way in which you will treat them.
In 1985, Revenue Canada first issued a Declaration of Taxpayer Rights.
Ste. Anne's Hospital of Veterans Affairs Canada issued a Charter of Patient's Rights and Responsibilities in 1992.
Transport Canada employees of the Baie-Comeau Airport recently developed their own quality service pledge: "We, the employees of the Airport Group of the Baie-Comeau Airport, are committed to providing courteous, efficient service that exceeds our clients' expectations. To this end, we will act quickly to offer them excellence. We are proud to be committed to the total quality approach that will help our organization establish its position in the region."
Revenue Canada's General Income Tax Guide and Returns (1993) communicates its standard of processing tax returns. "We can normally process your return in four to six weeks. If you filed your return on or before April 15, wait four weeks before you call. If you filed your return after April 15, wait six weeks before you call."
- Delivery targets describe the key aspects of
the service you supply, such as access, timeliness and accuracy. These targets
serve two purposes. First, they help to establish realistic expectations among
clients, based on what your department can deliver. Second, they establish
performance expectations for you. As an employee, you can work with greater
confidence knowing the level of performance expected of you by your department
and the public.
The Import Controls Division I of Foreign Affairs has the responsibility to process export and import permits. The division lists its service goals in its guide for Canadian importers of textiles and clothing. They include: "We will endeavour to process import permit applications within 24 hours of receipt. We will answer written correspondence concisely and accurately, endeavouring to do so within five working days of receipt."
Inspection Branch of Fisheries and Oceans has developed standards for the inspection of fish processing plants. The branch has tailored its service to the needs of its clients. It rates the quality of the plants, and uses that rating to determine how often inspections must be carried out.
- The federal government is committed to delivering services
and programs within the resources Canada can afford. As a result, it is
essential that clients know about the costs of a service even
when there are no user fees. Knowing the costs can help Canadians to form
realistic expectations about federal services, and to participate knowledgeably
in discussions about program and priority trade-offs.
Correctional Service Canada (CSC), in its draft service standards, provides information on the cost of the services it delivers. For example, during fiscal 1992-93, CSC had 12,571 incarcerated offenders and spent approximately $47,760 per individual. These expenditures represent all operating costs but exclude the costs of buildings.
- Complaint and redress mechanisms are a key
service feature. They give clients a means to resolve their concerns when they
feel the government hasn't met its promised service standards. They also provide
an important way for us to evaluate and improve the service we provide. A Public
Service that is responsive and client-focused must provide an easy, clear and
effective way for clients to complain and seek redress.
Industry Canada's Corporations Directorate recently added the following text to the service standards list it has provided to clients since 1989: "We would appreciate being informed of any instances where the above service levels have not been met. Please call or write to: Chief, Public and Corporate Services" (a telephone number and address are provided).
Service delivery principles
In the 1994 Budget, the federal government made a commitment to issue a declaration describing the principles behind the quality service delivery that Canadians can expect from Public Service employees and departments.
In preparing a draft Declaration, the Treasury Board Secretariat examined existing quality service pledges in several departments and agencies. It also looked at examples from the private sector and from other countries. Based on those experiences, and with advice from a service standards committee of assistant deputy ministers and several interdepartmental service standards networks, the Secretariat developed a draft Declaration of Quality Service.
Between May and August 1994, all federal departments and agencies were invited to comment on the Declaration. The feedback that was provided helped shape the current document.
Those of you who are seeing the draft Declaration for the first time won't be surprised by what you read. The document reflects the commitment to quality service that is such an important part of the work we all carry out.
The Declaration is not cast in stone. It is currently being circulated as part of a wider consultation process involving federal employees. Your comments and suggestions are important. We would like to hear from you. You can get together and discuss the Declaration in groups. You can respond to it individually. Whatever form your discussions take, we want to hear from you. You can communicate your ideas to the Secretariat by contacting the service standards coordinator in your department. All the coordinators are listed at the end of this document. Call them.
A Declaration of Quality Service
The Government of Canada and its employees are committed to delivering quality services within the resources Canada can afford. When you seek services, you will know what level of service to expect through the specific service standards each department and agency is publishing. We aim to ensure your satisfaction, abiding by the following principles:
accessible, dependable and timely
We want to be easy to reach and to deal with. Our priority
is
dependable, prompt and accurate service delivered with your convenience in
mind. Wherever practical, we aim to bring together all the services you
need.We will serve you in the official language of your choice at the
designated locations.
clear and open
We want you to understand
what services are available and how much they cost you as a taxpayer.
We will clearly explain the rules, regulations and decisions that apply to you.
We will identify who is serving you and who is in charge.
fair and respectful
We will treat you fairly and courteously, recognizing your
distinct needs,
even when regulatory services impose conditions or sanctions on you.
We will respect your legal rights, privacy and safety.
good value for your tax dollar
We will tell you how well we are doing in relation to
published service standards.
Affordability is one of our primary concerns and we are committed to delivering
and demonstrating good value for money -- quality services provided as
efficiently
and economically as possible, based on integrity and sound judgement.
responsive and committed to improvement
We will regularly seek your views on what works well and what
needs to be improved. If you wish to complain, it will be effective and easy to
do.
Where we have made a mistake, we will work to set things right.
We welcome your suggestions and complaints -- they represent our
opportunity to improve.
And, of course, your cooperation in providing full, accurate
and timely information
will help us provide you with quality service.
The Declaration: discussing the principles
Accessible, dependable and timely
Gaining access to the right service is often the most difficult and frustrating aspect of dealing with the federal government. We are working to change that -- to transform government by focusing on the needs of our clients. For example, government services are increasingly available at times and in ways that are more convenient to the public.
information technology is improving access to services and extending the choices clients have when it comes to dealing with the federal government. Technology is enhancing our ability to serve clients immediately or to refer them almost instantly to appropriate specialists outside our own departments. At the same time, to enhance public access, the government is drawing together groups of related federal services under one roof. Our Canada Business Service Centres are a good example of this trend toward "one-stop shopping."
Agriculture and Agri-Food Canada has set up a Single Access Food Labelling Service for the Canadian food industry. Now that food labelling policy and delivery are located in a single agency, it is expected that labelling advice will be more consistent across Canada and it will cost less for industry to comply with it. The Service set a turnaround time of 10 days for food label assessment. Consultation with clients are containing with the aim of improving service while at the same time examining options for cost recovery.
Language can be a barrier to access. In those government offices that are required to provide bilingual services, an integral part of our quality service pledge must be to provide services in the client's choice of official language.
The pursuit of quality service includes providing better access for people with disabilities. This may require us to remove physical barriers that prevent individuals from using government buildings and information.
Federal regulations are another area for improvement. The government is reducing the amount of paperwork and other activities clients must perform in order to demonstrate compliance. In fact, one of the benefits of quality service should be a reduction in the burden that government places on the private sector as well as individual citizens.
Dependability is another key principle in the Declaration. By making it an important concern we recognize that the public has a right to expect their application, claim or tax return to be assessed carefully and accurately, avoiding delays and mistakes.
Finally, the public expects timely service. Most Canadians understand that quality service takes time and must be balanced with a careful use of the resources available. Indicating how long your service will take will help establish reasonable expectations among your clients
Clear and open
Transforming government requires us to be more open with our clients about how services are managed and delivered. That requires all of us to communicate in plain language. As regulations and decisions become more complex, we must make them more easily understood.
RCMP Community Policing is a partnership between the police and the community, sharing in the delivery of police services.
Members of this Detachment pledge to:
- Treat all people equally and with respect;
- Uphold the Canadian Charter of Rights and Freedoms;
- Serve and protect the community;
Work with the community and other agencies to prevent or resolve problems that affect the community's safety and quality of life.
Canadians need to know the cost of federal services in order to assess their value and determine priorities when choices have to be made. Not every department or agency will be in a position to explain the cost of their services by the time the Declaration is released. To help, the Treasury Board Secretariat is providing advice on costing strategies. As each department publishes its own service standards, cost information will become increasingly available.
Openness also means that as federal employees we have a responsibility to identify ourselves to the public. There are exceptions, of course, especially when personal security is involved. In addition, a quality service ethic means having a senior staff member or manager on hand when front-line staff require help.
Fair and respectful
When Canadians use government services, they expect to be treated in a fair and courteous manner. These qualities are essential to good service.
Of course, there are situations where clients have no choice about using our services. This is the case when regulatory or enforcement functions are required.
Local offices and Human Resources Development Canada are developing service standards. After extensive consultation with clients and employees, the Canada Employment Centre in Dartmouth, Nova Scotia , is about to publish five service standards in its office. Two of these will be:
- Our goal is to serve you in a friendly and courteous manner by knowledgeable and competent staff.
- Our goal is to serve you within fifteen (15) minutes of taking a service number.
(Clients at the centre feel that the service standard that emphasizes courteous and competent service was the most important, more important than meeting the 15-minute promptness standard.)
No matter what the situation, the principles of fairness and respect should guide our action. Our pledge of quality service includes a commitment to impartial decision-making; respect for an individual's legal rights; provision of services to all who are entitled to them; and sensitivity to distinct needs.
Good value for your tax dollar
Canadians want to be sure that they receive full value for their tax dollars. When we make decisions based on affordability, sound principles and good judgement, we are demonstrating the value of our service to the Canadian public.
When clients understand how well a service standard is being met, they gain a greater appreciation of the value of that service. That is why it's important to publicize performance information. It gives us an opportunity to show how our commitment to quality service translates into action and measurable results.
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Since July 1994, Western Economic Diversification Canada (WD) has been publishing its performance against standards. It is one of the first departments to do so. Once a month, the performance of each provincial division is compared to the overall departmental performance for the same month. The performance results are posted in the reception area of each regional office, stating, for example: "To ensure the best possible service to our clients, WD has established service standards. Our record in achieving these standards last month was: |
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Alberta |
Department |
|---|---|---|
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Response to initial application in four days |
90% |
94% |
|
Amendments processed within 30 days |
77% |
78%" |
Responsive and committed to improvement
The only way to find out what Canadians think about federal programs and services is to ask them. What is the most important aspect of our service? What is working well? What needs to be fixed? The sensible, cost-effective suggestions you receive may surprise you.
The Spectrum Management program of Industry Canada will soon be releasing service standards that include clear complaint mechanisms:
"We expect to meet the standards described in this pamphlet. But if you think we haven't, please let us know.
Talk to the person who served you. Find out the reason why the standards were not met.
Talk to the supervisor of the unit if you do not know the name of your contact person or you are not satisfied with the explanation you get.
The supervisor will investigate your complaint and respond within five working days."
Ongoing client consultation is a cornerstone of quality service standards.
Customers often judge businesses by the way they handle complaints. Among most successful companies, it is not unusual to find large customer service divisions. Their main mission is to turn client complaints into success stories, or better still, to empower front-line employees to take immediate steps to correct a problem.
Furthermore, continuous improvement depends on client feedback, including complaints. Some federal departments already have effective and easy-to-use complaint and redress mechanisms. Others are working on feedback systems that provide a quick measurement of client satisfaction.
Where to from here?
The federal government's program review, blueprint for renewal, service standards and quality management initiatives will lead to a renewed set of federal programs and quality services that will be delivered within the resources Canada can afford.
As part of the renewal process, the emphasis of government is on delivering quality service through a client-centred approach. In addition, the Treasury Board Secretariat will continue to work with departments to reduce or eliminate central controls so that front-line staff and managers can better respond to their clients' needs.
As we move through this transformation period, we encourage you to seek support and training on the quality service environment. The long-term benefit to all federal employees is a Public Service where professionalism and initiative are acknowledged.
We hope you will discuss the Declaration of Quality Service formally and informally with your colleagues, and we want to hear your comments and suggestions. You can let us know what you think by contacting one of the departmental coordinators (listed on the next page) by March 15.
Further information
You can find out more about the service standards initiative and how it is progressing in your department or agency by consulting the list of departmental coordinators.
This overview is based on a more detailed report on Quality and Affordable Service for Canadians: Establishing Service Standards in the Federal Government. Electronic versions of the report have been sent to departmental service standard coordinators, who are encouraged to distribute the information throughout their departments and agencies. You can also order copies from the Treasury Board Secretariat Distribution Centre. Telephone: (613) 995-2855. Fax: (613) 996-0518.
Departmental contacts on service standards
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Agriculture and Agri-Food Canada |
Industry Canada |
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Atlantic Canada Opportunities Agency |
Department of Justice Canada |
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Canadian Heritage |
National Defence |
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Canadian International Development Agency |
National Parole Board |
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Correctional Service Canada |
Natural Resources Canada |
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Citizenship and Immigration Canada |
Public Works and Government Services Canada |
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Environment Canada |
Revenue Canada |
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Federal Office of Regional Development (Quebec) |
Royal Canadian Mounted Police |
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Fisheries and Oceans |
Statistics Canada |
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Department of Foreign Affairs and International Trade |
Transport Canada |
