ARCHIVED - Brief Case Studies of Exemplary Practices

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Veterans Affairs Program

The Veterans Affairs Program, delivered by Veterans Affairs Canada (VAC), contributes to the financial, physical, and social health and well-being of veterans and other eligible clients in recognition of their sacrifices while serving the country; and keeps the memory of these sacrifices alive for all Canadians.

Through its Benefits and Services Business Line, over 3,000 employees administer services to clients in the areas of: Pensions and Allowances, Health Care, Pensions Advocacy and Commemoration. More specifically, VAC provides clients with compensation for hardships arising from disabilities and lost economic opportunities; delivers health and social programs; provides professional legal representation; and administers programs that recognize and honour the achievements and sacrifices of its clients. VAC has a client base of over 200,000 veterans; Canadian Forces members and former members; and qualified civilians and their dependants.

Clients can receive information about programs and services through a variety of channels which include: telephone; fax; mail; in-person; electronic mail; and through the Internet. VAC has a decentralized delivery network with a Head Office in Charlottetown, a National Capital Office in Ottawa, and a number of Regional and District offices throughout Canada. The Department also operates a hospital in Ste-Anne-de-Bellevue, Quebec, and maintains battlefield memorials in Europe.

Service Standards in Use

VAC is committed to honouring those who have served the country through the delivery of high quality services and benefits. VAC's on-going commitment to service improvement is prominently profiled in the recently announced Five-Year Strategic Plan (2001-2006). Service improvement is one of the over-arching strategic objectives in the plan and is also an integral part of the Values and Ethics adopted by the Department.

VAC is currently in the process of adopting a continuous service improvement planning and implementation approach which includes: establishing baselines for client satisfaction; implementing service improvement plans; revising service standards; incorporating results-based accountability for managers; and reporting progress on standards achievement.

VAC first established service standards in 1995, revising them in 1997 after a series of consultations with Veterans Groups and administration of a client survey. The twenty-one service standards, published in a brochure entitled Veterans Affairs at Your Service, established commitments in the areas of accessibility to services, methods of communication, waiting times for responses and decisions, guidelines for receipt of payments, and courteous treatment.

In June 2001, the department conducted a National Client Satisfaction Survey. The primary purpose of the survey was to establish baseline data with respect to level of satisfaction of clients with the delivery of VAC's programs and services. The survey was designed using the Common Measurements Tool, centering on five key service drivers of client satisfaction: timeliness of service, knowledge and competence of staff, courtesy of staff, fair and equitable treatment; and outcome.

A Client Service Delivery Network (CSDN) system is used to monitor and report on achieving standards. Each year, results are reported through the Departmental Performance Report (DPR). Need more info here on CSDN and the PS Award on Service Improvement

Exemplary Practices

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

• service standards developed based on stakeholder input. VAC's service standards were revised in 1997 after consultation with stakeholders and using results from surveys and feedback mechanisms. The Department will revise its standards again in 2001 using the results from client feedback and the June 2001 survey.
• establishing a baseline of client satisfaction following first client survey. In June 2001, a telephone survey was administered to 1,200 clients. The sample included clients both in receipt of benefits and services, as well as those who have been denied a benefit or service. The survey will provide useful information on the level of client satisfaction and will assist VAC in revising its service standards.
• providing feedback mechanisms for clients. VAC obtains feedback on service delivery through a number of 1-800 lines and through comment cards. The results are used to understand the level of client satisfaction and will provide guidance for revising service standards.
• monitoring and reporting results on achieving service standards. Using the client service delivery network, VAC monitors performance against service standards on an on-going basis. This performance is reported annually through the Departmental Performance Report.
• tailoring delivery networks that respond to client needs. With a client group where mobility is sometimes limited, VAC offers clients the option of having an officer visit their home. Home visits offer the same services as are offered through all other service delivery channels. Providing clients with various options for service delivery more tailored to personal needs ensures that clients receive the best access to program and services, thus, improving the level of client satisfaction.
• service quality as an integral component of strategic plans. VAC made service quality a key component of its strategic plan (2001-2006). The first strategic objective is "integrity of our programs and service improvement" with, for example, a commitment to make use of continuous improvement models of service delivery. Service delivery is also emphasized in the department's new ethics and values: "We take pride in our role as public servants and are dedicated to service excellence. We are committed to responsive, quality service, delivered with timeliness, courtesy and fairness". Including service standards and quality issues in strategic plans emphasizes to staff and stakeholders VAC's commitment to service delivery and ensures that such issues become a key element in daily operations.
• providing staff with appropriate training and recognizing their work allows for a more effective service delivery, thus, improving client satisfaction.

Lessons Learned

Service Standards as a Tool to Satisfying Client Expectations

1. The management of service delivery is improved by developing service standards in consultation with stakeholders that are linked to client expectations. In the future, VAC will continue to rely on client feedback on the delivery of services and programs to continually improve service and service standards.
2. Managing client expectations can be facilitated by communicating departmental and client responsibilities and reporting performance against service standards.

   Surveying Clients as a Tool to Improve Client satisfaction

3. Surveying clients helps VAC establish a baseline on satisfaction and allows for better response to client priorities. The results of the survey can be used to correct implementation issues. VAC plans to conduct similar client satisfaction surveys each year for three more years.

Contact

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

Marlene Zalewski
Senior Project Officer
Corporate Planning Division
Veterans Affairs Canada
Tel  902-566-8797
mazalews@vac-acc.gc.ca

 

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