ARCHIVED - Brief Case Studies of Exemplary Practices

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NRCan Earth Sciences Sector

The Earth Sciences Sector (ESS) was created as part of the 1995 reorganization of Natural Resources Canada and combines the former sectors of Geomatic Canada and the Geological Survey of Canada, along with the Polar Continental Shelf Project into a single administrative unit. ESS provides a national focus for the acquisition, interpretation, maintenance and distribution of maps, information, technology, standards and expertise concerning the Canadian landmass and offshore in the fields of geoscience, geodesy, mapping, surveying, and remote sensing.

The mission of ESS is to provide innovative, timely and reliable geomatics and geoscience knowledge, advice, products and services to meet client needs. To this end, ESS provides a comprehensive geoscience and geomatics knowledge base to support public sector activities in Canada and investment decisions and operations by the Canadian private sector at home and overseas. It extends logistics support to Arctic science through the Polar Continental Shelf Project. The outputs of Geomatics Canada include geographical information, topographic maps and aeronautical charts, legal surveys of Canada Lands, data concerning the international boundaries between Canada and the United States, France (St. Pierre and Miquelon) and Denmark (Greenland), geodesy for precise positioning, and applications of remotely-sensed Earth observation data. The Geological Survey of Canada provides the geoscience framework for mineral and petroleum exploration across the landmass and offshore, knowledge for environmental assessment and land use planning, and helps Canadians mitigate the impact of hazards, such as earthquakes and toxic substances in the environment, and adapt to the impacts of climate change.

More specifically, key activities carried out within ESS include:

• developing and maintaining national databases incorporating geoscience and geomatics information from disciplines such as surveying, mapping, remote sensing, geology, geodesy, geophysics, and geochemistry;
• conducting research and developing technology in areas such as the long-term management and sustainable development of energy and mineral resources, mineral exploration concepts, mineralogy, gravity, analytical chemistry, data acquisition, digital mapping, remote sensing and geographic information systems;
• producing and distributing digital and paper-based products such as topographic and thematic maps, geological and geophysical maps, cadastral plans and maps, geodetic data, aeronautical charts, aerial photographs and satellite imagery, as well as other publications related to the fields of geomatics and geoscience;
• conducting geodetic, legal, geological and geophysical surveys at the regional, national and international levels;
• providing logistics support for scientific research in the High Arctic;
• conducting research and providing information on both the origin of and potential for hydrocarbon and mineral resources in Canada;
• regulating and maintaining the International Boundary between Canada and the United States;
• providing information on natural geological hazards in Canada such as earthquakes, landslides, etc.;
• providing support to Canadian companies in the fields of geomatics and geoscience, both in Canada and abroad;
• contributing to national and international initiatives in related areas such as standards;
• providing land survey services to First Nations; and
• providing geoscience and geomatics library information services.

ESS delivers its services to its clients through several delivery channels: e-mail, in-person, Internet, telephone, trade fairs and mail. The CTCS Service Commitment applies equally to all delivery channels.

Service Standards in Use

ESS is committed to delivering quality services that are prompt, dependable and cost effective. These services are regularly reviewed and improved upon, incorporating feedback obtained from clients. Although the complexity as well as the nature of services provided by the various Branches/Divisions within ESS may vary, all clients receive the same basic standards of service.

ESS strives to ensure quality by following, where possible, processes based on national or internationally recognized standards, e.g., 4-5 units are already ISO 9000 registered with most units to be so over the next few years. There is also a commitment that key service activities are be managed in a way that ensures accountability and evaluation by monitoring and regularly reviewing key service objectives and associated performance. As well, ESS frequently assesses clients' needs and adapts, where possible, services and accountability standards to meet those needs.

All key services provided to external clients by ESS have specific service standards, which were initially developed in 1996-97. In addition, for all general inquiries, staff pledge to abide by the following code of conduct when dealing with customers:

• answer inquiries promptly
• identify themselves in all correspondence - whether verbal, written or electronic
• serve them in a friendly, courteous and professional manner in either official language.

ESS aims to provide quality service that meets or exceeds its customers' requirements. As part of its continuous improvement process, client feedback on quality of service is extremely important to ESS. Hence, regardless of the service provided, ESS provides clients with a feedback mechanism (e.g., in the form of a contact person, comment card) in order for the client to forward comments.

In terms of complaints regarding service provided by ESS, if after communicating with the responsible project manager the specific concern has not been addressed to the client's satisfaction, the client is encouraged to contact the Director General/Director of the appropriate Branch or Division or to the Executive Director of Business Development. ESS attempts to respond to complaints within two weeks of its receipt.

ESS has identified about 30 service standards on its website, most of which relate to accessing a service or to turnaround or response time in providing the service.

In the Fall of 1998, at the request of the ADM of ESS, NRCan's Audit and Evaluation Branch undertook an audit of about 20 specific ESS' service standards. The primary objectives of this audit were to review and assess whether ESS is meeting established service standards and using performance information to improve its services. In addition, where performance is being measured, the audit team:

• reviewed how measurement information is being used;
• assessed whether the organization is meeting the service standard; and
• reviewed how the organization reports its performance.

The audit found that, although systematic measurement of service standards in some areas needs improvement, the commitment of individuals responsible for providing the service standards was without question. Service providers were aware of and committed to the need to provide timely, effective and quality service to all clients. In some instances, measurement strategies could be improved with the implementation of more sophisticated electronic tracking equipment, database management resources or project management systems. ESS has responded favourably to the findings and has acted upon most of the recommendations.

Around the time of the audit, ESS was updating its Client Satisfaction Measurement (CSM) activity to ensure a consistent understanding within ESS of what is meant by CSM and a more systematic orientation for CSM activity. The CSM activities, including surveys and focus groups, are intended to not only measure and report on how satisfied clients are with a particular product or service, but also to seek to identify the gaps between levels of satisfaction and client expectations and priorities. In addition, since client interests are likely to change over time, they are to be continually monitored to ensure that appropriate levels of satisfaction and approval are maintained. The intent is to use the CSM activity to assess the appropriateness of the service standards.

Exemplary Practices

ESS has exhibited the following exemplary practices in its approach to developing, implementing, monitoring and using its service standards:

• commitment of ESS senior management to the development and use of service standards. The ADM of ESS had been a strong and committed proponent of service standards and of integrating them into the management of the Sector. As well, it was the ADM who requested the audit of service standards.
• strong Sector coordination in development and use of service standards. One of the Business Development Office's responsibilities is ensuring consistency of service standards across operating divisions and delivery channels, especially with respect to waiting times. A number of ESS divisions share the same clients and the intent is for all clients to be treated the same by the different divisions.
• consultation with clients to identify opportunities for improvement. Regular client consultations on client satisfaction through surveys, focus groups and complaint forms have enabled ESS staff to better understand client needs and expectations and to bring about changes in the program. The intent is to use these consultation opportunities to assess the appropriateness of the service standards and to link them to client expectations.
• extensive consultation with employees, through surveys on the Internet and focus groups, enables management to find out what is important to employees and their concerns with respect to satisfying the needs and expectations of clients. Because employees are interacting with clients on a regular basis, certain elements of the employees' information reflects what clients are saying and writing to them. ESS management recognizes that employee satisfaction can only really be increased if it is increased in tandem with client satisfaction.
• carrying out the 1998 audit of service standards allowed an independent third party to review and assess whether ESS was meeting its established service standards and using performance information to improve its services.

Lessons Learned

Need to Gain Credibility with Clients

1. Encouraging feedback and more specifically information on expectations and priorities from clients through surveys, consultations and comment cards, and then informing them of how their input has influenced ESS' decisions and actions increases ESS' credibility with its clients.

   Need to Earn Commitment and Credibility of Staff

2. Recognizing the link between employee satisfaction and client satisfaction, and taking action to improve employee satisfaction enhances credibility and commitment of staff to service improvement. ESS clearly recognizes that people provide services and that high service quality requires a staff that is well trained and highly motivated.

Contact

For more information on the services provided by the ESS, please contact:

Patrick Lloyd
Business Policy Analyst
Business Development Office
Earth Sciences Sector
Natural Resources Canada
Tel  613-996-9559
Fax  613-995-8737
Internet  pat.lloyd@geocan.nrcan.gc.ca

 

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