This page has been archived.
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
Prepared for
Innovative and Quality Services Division
Service and Innovation Sector
Treasury Board of Canada Secretariat
Prepared by
Consulting and Audit Canada
Project No.: 550-0743
November 2001
CCRA Appeals
CCRA Assistance To Clients And Assessment Of Returns
Citizenship and Immigration Canada
DFAIT Canadian Trade Commissioner Service
HRDC Employment Insurance Services
Industry Canada Competition Bureau (Mergers)
National Library Of Canada
NRCan Earth Sciences Sector
Royal Canadian Mounted Police - Forensic Laboratory Services
Statistics Canada Advisory Services
Transport Canada Technology And Information Management Services Directorate (TIMSD)
Veterans Affairs Program
Private Sector and Other Governments
AMEX Canada Inc
AT&T Canada
Canada Life Assurance Company
Ontario Ministry Of Transportation - Service Improvement Office
Royal & SunAlliance
Sun Life Financial of Canada
TD Canada Trust
Walt Disney Company (Canada) Ltd. - Division Of Consumer Products
The Appeals business line of the Canada Customs and Revenue Agency (CCRA) is an administrative review available to all CCRA clients, which is intended to provide them with a fair and timely redress and dispute resolution process. This process covers disputes related to customs and trade matters, assessments of income tax, excise tax, goods and services tax (GST), and harmonized sales tax (HST), as well as Canada Pension Plan (CPP) and Employment Insurance (EI) rulings and assessments. The CCRA is committed to providing Canadians with an impartial and timely review of its decisions, which contributes to the fairness of Canada's tax and customs administration.
The CCRA as a whole has issued a Fairness Pledge, in which it declares that its fairness commitment is based on service to clients that is responsive, consistent and impartial and on the recognition that its clients have specific needs and concerns. As part of the Fairness Pledge, the CCRA is committed to giving its clients accurate and understandable information, advising them of the time it will take to provide the requested service and continually working toward improving response time. The Fairness Pledge is available on the CCRA Internet website.
In February 1999, CCRA issued its 7-Point Plan for Fairness, which included:
In response to Point 1, the CCRA recently published a new declaration on client rights entitled Your Rights, which lays out what clients may expect in their dealings with the CCRA. The new declaration pledges CCRA's commitment to client rights and fair treatment. The declaration is posted in CCRA service areas across Canada. It can also be found on the back of the T1 tax guide and on the CCRA Internet website. Your Rights include:
The CCRA's Appeals Branch operates in a non-adversarial nature, with independent decision-making from other CCRA branches, and its staff has the mandate to resolve disputes between clients and the CCRA by fairly and impartially reviewing previous CCRA decisions. Approximately 70,000 objections/appeals/disputes are processed annually, with the bulk of these (50,000) for income tax.
The CCRA is actively encouraging the use of service standards. In 1999, the CCRA established the Agency Service Standards Steering Committee (ASSSC) to coordinate the development of standards and assist all operational branches and regions with the design and implementation of standards for the services that they provide. Within the context of the following CCRA strategic initiatives, the Appeals Branch is developing standards for the services it provides further to:
As a result of the Appeals Renewal Initiative (ARI), launched in 1997, the Appeals Branch committed to have periodic national surveys of a representative sample of its clients to obtain their views about the impartiality, accessibility, openness, timeliness and overall quality of the redress process. The Program Evaluation Division of CCRA's Corporate Affairs Branch was requested to conduct such a national survey in 1998 on client satisfaction with the service provided by four of its five appeals programs, namely, GST/HST, CPP/EI, Customs Adjudication, and Income Tax. Trade Administration was not included in the survey as it was not part of the Branch when the surveys were initiated.
The survey instruments used were mail back (or self-administered) questionnaires, with a different questionnaire developed to reflect the differences between the four different appeals programs surveyed. Two main questions asked respondents to rate their perceptions on different service criteria related to communications about the redress process, accessibility, timeliness, fairness and transparency of the redress process, service from staff, and the knowledge and interpersonal skills of Appeals staff. The results of the survey, released in March 1999:
Specifically, the survey found that CCRA clients showed a significant level of dissatisfaction with the time to first contact and about the lack of available information about the dispute or processing timeframes. In response to client feedback as expressed in the survey and in accordance with Point 2 of the 7-Point Plan for Fairness, the Appeals Branch developed the "30-day meaningful first contact" as its first service standard for implementation. This first contact with appellants (or clients) is through a meaningful initial letter to the client within 30 calendar days of the date an objection, dispute or appeal is received by the CCRA. The service standard is intended to increase client satisfaction in the redress process by improving service delivery.
The service standard and the initial letter expedite a dialogue with the client about their objection, appeal or dispute, provide clients with useful information, foster a common understanding of the facts, and establish realistic expectations on what services Appeals can deliver. In short, the 30-day meaningful first contact service standard and initial letter let the Appeals' clients know what kind of service they can expect, when to expect it, and from whom.
The client letter now in use includes some of the following information:
In the pilot offices, informing clients about when they should expect a decision reduced the number of phone calls made by clients to the office. Through the use of the initial letter, clients waited until their indicated due date before calling rather than calling continuously.
The standard was piloted in 12 tax services offices for Income Tax and GST/HST, as well as 6 offices for CPP/EI, all 4 Trade Administration offices, and Customs Adjudications, across Canada. In December 2000, the Appeals Branch announced that it would formally implement this service standard across Canada in April 2001. This involved changing some work processes to facilitate achieving this timeliness standard. This service standard is captured and will be monitored on an on-going basis.
The CCRA Appeals business line has exhibited the following exemplary practices in its approach to developing, implementing, monitoring and using its service standards:
Willingness of Appellants to Provide Feedback
Appellants' Expectations
Consulting with Staff
For more information on the services provided by the CCRA Appeals business line, please contact:
Nathalie Dumais
Manager
Client Consultation and Services Section
Appeals Branch
Canada Customs and Revenue Agency
22nd Floor
25 Nicholas Street
Ottawa, ON K1A 0L5
Tel (613) 952-7400
Fax (613) 952-0197
e-mail nathalie.dumais@ccra-adrc.gc.ca
The Tax Services business line of the Canada Customs and Revenue Agency (CCRA) consists of administering, assessing, and collecting close to $300 billion in gross taxes and duties. Work in Tax Services involves informing clients of their rights and entitlements; registering, processing, and assessing clients returns; maintaining an effective accounts receivable function; performing a review and audit function; and prosecuting suspected cases of fraudulent non compliance. The objective of this business line is two-fold in that Canadians pay their fair share of taxes, and that the tax base is protected.
Canada's tax system is bases on self-assessment and voluntary compliance. Canadians are likely to participate in the tax system and pay the taxes they owe if they are provided with the services to help them do so. A basic belief at the CCRA is that, given the opportunity, most clients will voluntarily comply, provided they have the information, assistance, and tools necessary. People find it easier to participate when the system is accessible and when service is timely and fair.
CCRA as a whole has issued a Fairness Pledge, in which it declares that its fairness commitment is based on service to clients that is responsive, consistent and impartial and on the recognition that its clients have specific needs and concerns. As part of the Fairness Pledge, CCRA is committed to giving its clients accurate and understandable information, advising them of the time it will take to provide the requested service and working toward improving response time. The Fairness Pledge is available on the CCRA Internet website.
In 1997, CCRA issued its 7-Point Plan for Fairness, which included:
In response to Point 1, CCRA recently published a new declaration on client rights entitled Your Rights, which lays out what clients may expect in their dealings with CCRA. This replaced the previous declaration, entitled A Declaration of Taxpayer Rights which was created and communicated to the public in the 1980s. The CCRA (formerly Revenue Canada) was the first tax administration to create such a Declaration. The new declaration pledges CCRA's commitment to client rights and fair treatment and is posted in CCRA service areas across Canada. It can also be found on the back of the T1 income tax return package and on the CCRA Internet website. Your Rights include:
CCRA delivers services to its clients through a variety of channels to enable them to obtain information and assistance in order to receive their entitlements and voluntarily meet their obligations. The Client Services Directorate within CCRA's Assessment and Collections Branch plays an integral role in providing clients with the required information tools and assistance.
Through a broad network of partners and stakeholders, the CCRA ensures that publications and forms contribute to public confidence in the integrity, accuracy, accessibility, and fairness of our self-assessment system, by writing their publications in easy-to-understand plain language and focus testing them with their intended clients. These forms and guides are reviewed every year and updated as necessary, and may be obtained from their on-line Internet service or from any tax services office (TSO). Most publications can be downloaded from the CCRA Internet website.
Client Service Agents in TSOs and in Call Centres provide additional information and assistance by answering tax questions, explaining assessment notices, and handling client enquiries about the GST/HST credit, and the Canada Child Tax Benefit and related programs. A national 1-800 telephone system was introduced for both general and business enquiries in February 2000. Clients receive the general enquiries 1-800 telephone Tax Information Phone Service (T.I.P.S.) enquiries line telephone system allows the CCRA to reroute calls to available telephone agents across the country. This gives Canadian prompt telephone access to the CCRA, regardless of their geographic location, and increases the efficiency of human resourcing.
Tax-related information is also available through correspondence, community outreach, education, partnerships and delivery of forms and guides. While information may be obtained from more than one delivery channel, 85% of clients contact the CCRA for information or assistance through the telephone. In fact, CCRA received approximately 26.7 million telephone enquiries during the fiscal year 2000-2001.
CCRA is actively encouraging the use of service standards within operational branches and regions. In 1999, CCRA established the Agency Service Standards Steering Committee (ASSSC) to coordinate the development of standards and assist all operational branches and regions with the design and implementation of standards for the services that they provide. The Client Service Directorate is a member of the ASSSC. Within the context of the following CCRA strategic initiatives, the Client Services Directorate is developing standards for the services it provides:
CCRA's commitment to communication and quality services is driven by the conviction that it can best promote compliance through a positive relationship with clients. In this regard, the Tax Services business line continues to focus on providing quality services, simplifying processes, and reducing the compliance burden for individuals and businesses.
In developing the service standard for Counter Service Wait-Time, consistent with the government's commitment to improving service delivery to Canadians, the Client Services Directorate conducted four surveys to determine the acceptable waiting time for counter service. The responses from over 3,000 clients, together with comments from front-line enquiries staff, were analyzed to determine an acceptable national standard. CCRA is committed to serving clients within 20 minutes of arriving at the counter (except peak periods), a service pledge implemented in all TSOs for Client and Business counter enquiries in May 1997. Based on a recent survey, clients believe the 20-minute wait time fulfills the delivery targets of accessibility and timeliness.
A commitment to providing courteous service is another essential part of CCRA's service pledge to its clients. The counter service is classified as a voluntary compliance service activity supporting the Tax Services business line. The 20-minute wait time service standard is communicated to the public by way of posters in the TSO waiting areas. This commitment allows clients to fairly assess CCRA's services within the limits of the service pledge.
In December 1997, a pilot project was initiated by the Client Services Directorate to monitor the results of implementing the 20-minute wait time standard. The goals of the pilot were to:
Baseline data were established consisting of the 1998-1999 fiscal year and two filing seasons, 1998 and 1999. The results of the pilot project were positive. For the fiscal year 1998-1999, 12 of the 15 offices in the pilot, or 80% met or bettered the 20-minute wait time standard, while 8 of the 15 offices, or 53% served clients within 10 minutes or less. This timeliness has resulted in an overall client satisfaction rate of 90%. All offices continue to monitor wait times, with the goal of meeting the 20-minute wait time standard.
The Client Services Directorate has also developed a Client Service Rating Card (CSRC) to enable clients to rate specific aspects of CCRA's counter. The cards are available in all TSOs, tax centres, and some customs offices. Client complaints that meet the referral criteria set out under the Problem Resolution Program (PRP) are handled on a priority basis through local tax services offices. Telephone contact with the client is normally established within 24-48 hours, with the standard for resolution being set at 15 working days. If a case cannot resolved within - 15 days, - the PRP representative must advise the client of the expected date of resolution.
The PRP was introduced in 1986 to assist those clients who have not been able to have their issue or problem resolved by going through normal channels. The PRP is the main complaint and redress mechanism for all revenue and benefits services. The Program handles cases that are sensitive, media-related, urgent, high-priority, and which constitute a serious breach in service standards caused by a significant Agency error, including constitutional, legal issues or other hardships.
The 15-day PRP service standard was published for the first time in various departmental guides in 1999. Specifically, it appeared in the T2 Corporation Income Tax Guide, the T3 Trust Income Tax and Information Return, the General Information for GST/HST Registrants, and the publication Revenue Canada: Our Programs and Services. Continuous feedback from both clients and staff indicates that the 15-day turnaround time is reasonable. In 2000, it was published for the first time in the T1 General Income Tax Return and Benefit Guide.
Of the four service channels offered by the CCRA (telephone, correspondence, over the counter, and electronic), Canadians much prefer the telephone channel: 85% of all enquiries coming into Client Services through the telephone, this delivery channel has become the preferred contact for most Canadians to reach the CCRA. The Directorate believes quality telephone service is the key to maintaining high levels of voluntary compliance. Since it remains one of the most effective and efficient methods of providing service, the Client Services Directorate reviewed industry standards and performance, and consulted the survey results from Citizens First to determine an appropriate caller accessibility rate.
An accessibility rate performance indicator of 80-90% was agreed upon through consensus with Regional Client Services advisors and Client Services assistant directors. Call accessibility measures the percentage of telephone calls that immediately get through either directly to an agent, or on hold waiting for an agent (in queue). Calls include each attempt that a person makes to reach the CCRA. Thi definition of accessibility reflects the number of call attempts and not the number of callers who attempt to reach the CCRA. Accessibility is measured on a weekly basis, 24 hours a day, 7 days a week, with results being reported weekly to senior regional and Headquarters management. This target is included in the Client Services Telephone Management Reference Guide, a collaborative publication between field office and headquarters personnel, which assists field managers in managing a telephone section in TSOs.
Significant improvements in telephone service have already been made over the last two years. With the new 1-800 telephone system, the CCRA can route calls anywhere in Canada where agents are available. The system allows the CCRA to provide more equitable, efficient and accurate telephone service and information to Canadians for general and business enquiries. This system increases service levels while keeping the cost of government down for Canadians.
While the Agency expects an overall increase in the demand for telephone services over the next three years, particularly during peak periods, it will mitigate this pressure by improving access to automated systems. In particular, CCRA expects public enquiries handled by automated systems to increase significantly over the coming planning period, while public enquiries handled by agents will decrease. What this means, however, is that because more of the straightforward calls can be handled by automation, the calls answered by agents are often more complex and involved, resulting in longer interactions. The move to increase access to automated telephone services is part of an overall Agency strategy to enhance service delivery, including incorporating the use of the Internet. By modernizing its systems to keep pace with the demand, the Client Services Directorate expects to achieve higher levels of client satisfaction through improvements in service such as increased accessibility, higher accuracy levels and more timely responsiveness to enquiries.
The CCRA Internet website allows clients to download most CCRA publications. T.I.P.S. Online is available from the website and provides clients with general tax information while the Interactive Information Service, also available through the website, provides clients with information and assistance in a self-service environment. This service uses a decision tree / question and answer system to guide clients to personalized but non-account specific information for the 2001 tax year.
CCRA has also recently introduced an on-line service that allows Canadians to send returns directly to the CCRA over the Internet. Ninety-five per cent of the more than 25,000 NETFILE users surveyed found it easy to use, with many indicating that they would use the service again.
CCRA has also attempted to improve client satisfaction through regular education, outreach, communication, and consultation activities. The CCRA has a number of outreach programs that range from participating in conferences and trade shows to conducting tax clinics for new immigrants and offering Small Business Information Seminars. CCRA's community visits combine service, education and compliance checks, while its school program supplies free Teaching Taxes kits to teachers and students throughout the country. Under the Community Volunteer Income Tax Program, the CCRA provides volunteer training sessions for representatives of community organizations and other people interested in assisting, disabled persons, seniors and low-income citizens, to complete their income tax returns. CCRA also annually publishes a document entitled Our Programs and Services, which offers a brief explanation of all of the services it provides.
The CCRA gets client feedback through surveys, focus tests, client consultation, and stakeholder and partner advisory committees such as the Senior Advisory Committee and the Small Business Advisory Committee. The CCRA Baseline Study 2000 indicated that most of their clients are reasonably satisfied with the service they receive. For example, 90% agreed that CCRA staff are courteous; 85% agreed that the information the CCRA provides is accurate; 80% agreed that the staff are knowledgeable and competent; and 72% agreed that the time it takes to get information or receive service is acceptable.
To fulfill CCRA's compliance mandate while pursuing service excellence, CCRA has developed a Competency Profile Catalogue to ensure that their employees have the skills and knowledge they need to better serve Canadians.
The CCRA's Client Services Directorate has exhibited the following exemplary practices in its approach to developing, implementing, monitoring and using its service standards:
Canadians expect to be able to access Services through Multiple Channels
Knowing what to Expect is a Factor in Client Satisfaction
Having the Right Skilled Staff can Improve Client Satisfaction
For more information on the services provided by the Client Services Directorate, please contact:
Sue Wormington
Director
Strategic Planning and Development Division
Client Services Directorate
Assessment and Collections Branch
Canada Customs and Revenue Agency
(613) 957-2347
sue.wormington@ccra-adrc.gc.ca
Description of Business Line
Citizenship and Immigration Canada approves applications to immigrate to
Canada, to visit Canada and to become Canadian Citizens. Much of the initial
work to process overseas applicants is performed at Canadian embassies overseas;
however, considerable work is done within Canada (Vegreville), processing
applications that originate within Canada. Vegreville also processes a portion
of the overseas applications.
Citizenship and Immigration Canada has two client groups. It serves those applying to immigrate or visit Canada or to become Canadian Citizens. However, its primary client is really the Canadian Public, which it serves by obtaining the highest quality individuals possible to immigrate to Canada, while ensuring that individuals who are security risks are not admitted into the country.
On its website, Citizenship and Immigration Canada provides service standards for a variety of services, in terms of timeliness of responses. These standards are as follows:
These standards were set through an examination of the resources available to provide the required service. Citizenship and Immigration Canada is in the process of updating its tracking systems to be able to report on the degree to which its standards are being achieved.
The department is in the process of implementing a system of providing each applicant to immigrate to Canada with a letter explaining the general aspects of the approval process. In particular, the letter explains the relationship between the timing of the applicant providing information and the timing of the approval process. This letter has been developed in consultation with Citizenship and Immigration Canada staff, newly arrived immigrants, organizations representing immigrants, sponsors, and immigration lawyers.
The Citizenship and Immigration Canada business line has exhibited the following exemplary practice in its approach to developing, implementing, monitoring and using its service standards:
In the process of reexamining service standards, particularly for services being performed at overseas embassies it was observed that the volume of applications to immigrate to Canada from a given country would often vary considerably from year to year. At the same time, the staff at the embassy had little capacity to increase resources available to process these applications. Under these circumstances, the setting of embassy-specific service standards in undesirable, since it sets targets that may be unachievable in practice.
Sidney Frank
Pilot Project Manager
Citizenship and Immigration Canada
Centralized Processing Pilot Project
300 Slater Street, 11th Floor
Ottawa, Ontario
K1A 0C8
Telephone: (613) 957-5951
The Canadian Trade Commissioner Service (CTCS), as part of the Department of Foreign Affairs and International Trade (DFAIT), works closely with its partners and clients to promote Canadian economic interests abroad by helping Canadian companies meet their international business development objectives. The CTCS' partners include business associations, other government departments and provincial and municipal governments, and its clients are export-ready Canadian companies, which have researched and selected their target markets.
Headquartered in Ottawa, with 135 offices abroad at DFAIT posts, the CTCS works with businesses, governments, industry associations and other agencies to help its clients succeed in the global marketplace. In 1998, the CTCS carried out an extensive series of focus groups with its clients across Canada to gain a clearer understanding of their needs and expectations. This resulted in the CTCS undertaking a major organizational renewal, known as "New Approach to Serving Canadian Business Abroad". Under the "New Approach", the CTCS provides clients with the following six core services:
The CTCS delivers its services to its clients through several delivery channels: e-mail, in-person, Internet, telephone, trade fairs and, to a much lesser extent, mail. The CTCS Service Commitment applies equally to all delivery channels.
The CTCS is applying the National Quality Institute's Framework for Effectiveness as a tool to facilitate the implementation of the New Approach and improve service. The CTCS is a Gold Member of the NQI, and the Overseas Operations Division, which is a headquarters unit, has achieved the NQI's Progressive Excellence Program (PEP) Level One certification. The Division's mission is to help the CTCS in Canada and abroad deliver the best possible service to its clients by fostering continuous improvement, developing service policies and supporting their application, and promoting the CTCS.
The CTCS initiated the use of annual client satisfaction surveys to determine whether clients were satisfied with the changes being undertaken as part of the New Approach. The CTCS conducted client surveys in 1999 and 2000 with almost 2,000 randomly selected clients, based on input from each CTCS office abroad that submitted a sufficient list of clients. Telephone interviews with client partners and companies were carried out by an independent consulting firm under contract to the CTCS (and not as part of an evaluation carried out by the DFAIT evaluation unit) to find out the client satisfaction levels with the six core services and their suggestions for service improvement for each trade office.
As well, employee surveys were carried out to find out about their concerns related to assisting clients and the New Approach.
As a result of the consultations preceding the New Approach, the CTCS developed and published its service standards, within the context of a Service Commitment, in its brochures and on its Internet website http://www.infoexport.gc.ca/ so that both clients and employees will have a clear, shared understanding of the type of service that clients should expect. The Service Commitment service standards require CTCS to:
Although the CTCS has a timeliness service standard, it does not yet have a mechanism in place in the trade posts worldwide to monitor performance against this standard. At this time, it relies on its client surveys to monitor if clients believe that they are contacted within the five days.
In its efforts to achieve the client-focused New Approach, the CTCS is undertaking a cultural shift, with (a) greater emphasis on a clearer statement of what services are to be offered to clients, (b) clearer service standards, (c) client and employee surveys to obtain their input on what service improvements are required, and (d) detailed performance measures. In turn, the cultural shift required not only strong leadership from the ADM and the Deputy Minister for International Trade, but also an experienced and credible headquarters supporting team dedicated to facilitating the ongoing transition. This team, the Post Support Unit, within the Overseas Operations Division, views the CTCS field officers abroad as its clients and is dedicated to helping CTCS clients and staff make the service transition through provision of service policies, guidelines and best practices available to staff worldwide on an Intranet website.
To help achieve the New Approach, the CTCS engaged consultants to prepare a plan or "blueprint", outlining how the CTCS must sustain and build on the service improvements envisaged by the New Approach. The blueprint is entitled New Approach@Work, and complements the SII, with its focus on people and eService and information tools, including the development of an electronic Client Relationship Management (CRM) or eCRM system. The blueprint recommends that skills and competencies and tools be identified and developed so that CTCS managers and staff can be trained appropriately and be better able to implement and sustain the New Approach.
The CTCS has exhibited the following exemplary practices in its approach to developing, implementing, monitoring and using its service standards:
Need for a Plan
Need to Gain Credibility with Clients
Need to Earn Commitment and Credibility of Staff
Using Technology well can Help
Learn from Others
Focus on Drivers of Client Satisfaction
For more information on the services provided by the CTCS, please contact:
Peter MacArthur
Director, Overseas Operations Division
Trade Commissioner Service Overseas Programs and Services
International Business and Chief Trade Commissioner
Department of Foreign Affairs and International Trade
613-996-2964
Claire Newell
Trade Commissioner
Overseas Operations Division
Trade Commissioner Service Overseas Programs and Services
International Business and Chief Trade Commissioner
Department of Foreign Affairs and International Trade
613-944-0493
Human Resources Development Canada (HRDC) delivers temporary income support to Canadians who are looking for employment, on parental leave, or unable to work for health reasons, through the Employment Insurance Income Benefits (EIIB) program.
The EIIB is one of the most highly visible programs in the federal government and belongs to one of the largest public service delivery networks. About 8,000 employees, primarily at the local level in 320 Human Resources Centres Canada (HRCCs) across Canada help deliver EIIB. The activities involve approximately 40 million enquiries concerning claims and activities, 2.5 million applications for benefits, and 20 million EI payments, nearly a third of which are made through direct deposit.
Clients receive information about the program in-person at the HRCCs, by phone (11 call centers), mail (10 mail centers), electronic mail (pilot project in the Montreal area), from kiosks (5,000 spread out across the country), and the Internet. Approximately 60% of the claims and applications are made through kiosks. The remaining claims for income support are dropped off by the claimant at a local office or sent by mail. In certain local centres, claims are received on the telephone.
In terms of service improvement for Canadians, the EIIB focuses on meeting its "operational responsibilities under the Employment Insurance Act and other legislation and programs through quality service and the efficient use of resources, which responds to the variable workload of the program".
To continuously improve the quality of service and its operations, the Employment Insurance (EI) Branch, which administers the program, produced in April 2001, the Insurance Quality Management Policy. This policy outlines specific objectives, a definition of quality, responsibilities at the national, regional, and local level, and various implementation practices such as feedback to staff, training, recognition, management plans, monitoring and reporting. According to the policy, quality refers to timeliness, accuracy, clarity of communication, fairness, and client satisfaction. The policy states that "to obtain the highest level of client satisfaction, services must be delivered in a manner that ensures all aspects of our service standards are met".
HRDC also developed a national commitment template to be posted and adapted at the local level. The template, entitled "Our Service Commitment" presents the following standards on courtesy, accuracy of information, waiting times, and receipt of payments within 28 days for EIIB:
The Service Commitment template allows HRCCs to specify other standards tailored to the needs and priorities of their clients.
The EI Branch completed an independent quality service survey of clients in April 2001, with plans to conduct further client satisfaction telephone surveys on a bi-annual basis. The survey was adapted from the Common Measurements Tool model and dealt with a series of questions such as whether clients were satisfied with the quality of service received, and had suggestions for improvement. Core questions focus on the two main channels of service (in-person, telephone) and the service commitments such as speed of service, competence courtesy, fairness, and ease of access. More than 3,000 clients responded to the survey. The results of the survey are intended to be used as a baseline for improving service to Canadians and will represent the main consultation instrument for revising the Insurance Quality Management Policy and the Service Commitment template.
The EI Branch is also making progress in measuring the extent to which commitments are met such as the speed of service and error rates in payments. The Branch provides results from its national sampling of accuracy of benefit payments annually in the Departmental Performance Report. It monitors the implementation of the Quality Management Policy and produces, each quarter for senior management, a national report of related activities (e.g., regional management action plans, training). The national report is available on the HRDC Intranet site. It has also begun producing a quarterly report focusing on results and trends related to incorrect payments, which are drawn from its comprehensive tracking system. Errors may stem from HRDC, the claimant or the employer.
The EI Branch has used quality service to Canadians as an outcome to demonstrate progress towards obtaining key results for its program, such as providing the highest quality of service for Canadians. As well, the EIB supports the National Quality Institute (NQI) Framework as a pilot initiative. The Branch undertook the NQI quality fitness test in three regions. In addition, four local HRCCs received ISO 9001 certification, and another office has plans to obtain certification for service quality.
As part of its accountability framework, the EI Branch has adopted a balanced scorecard approach (i.e., Dashboard) as a way to balance capacity and expectations in measuring and reporting performance.
The EIIB business line has exhibited the following exemplary practices in its approach to developing, implementing, monitoring and using its service standards:
Surveying Clients helps Ensure that Client Expectations can be Managed and Met
A Recognized Framework can Improve Management
Importance of Learning and Sharing
Restructuring can Help Make the Organization more Client-focused
For more information on quality management for the Employment Insurance Income Benefits program, please contact:
Georges Perron
Director
Insurance Quality Services
Employment Insurance Branch
Human Resources Development Canada
140 Promenade du Portage
Phase IV, 9th floor
Hull, Québec K1A 0J9
(819) 994-3184
georges.perron@hrdc-drhc.gc.ca
The Competition Bureau's fundamental goal is to serve the Canadian Public by ensuring that the proper amount of competition is maintained in various sectors of the Canadian economy. In fulfilling its mandate the Bureau provides Advance Ruling Certificates to businesses on the acceptability of proposed mergers. It also approves mergers after receipt of notification from the business that such a merger is about to take place. It charges $25,000 each time it provides either of these services.
Its main client group (other than the Canadian Public at large) is Canadian Businesses who wish to have proposed mergers approved. In the fiscal year 2000-2001 the Competition Bureau dealt with 349 transactions (applications for Advance Ruling Certificates and merger approval). Of these, 282 (81%) were non-complex, 53 (15%) were complex, and 14 (4%) were very complex.
It provides services in person, by phone, Fax, mail, and e-mail.
When, in November 1997, the Minister of Industry approved fees for Competition Bureau regulatory process, these fees were accompanied by service standards. These standards had been produced from a review of historical data on processing times and were revised after consultation with various external stakeholders. For merger review (Advance Ruling Certificates and merger approvals), the standards were as follows.
Complexity | Maximum Turnaround Times |
Non-Complex | 14 days |
Complex | 10 weeks |
Very complex | 5 months |
These standards are published widely. They are on the departmental website, and in the Fee and Service Standards Website.
The Competition Bureau has a time reporting and tracking system, which it uses to compile statistics on turnaround times. These statistics are published in annual Merger Review Performance Reports.
In addition to direct statistical data, the Competition Bureau distributes feedback leaflets to clients who have used the services, asking if the service was performed within specified times and asking clients to evaluate the quality of service (Excellent, Good, Fair, or Poor)
Every two years (1999 and 2001) the Bureau meets with representatives of its clients, reports on how it is achieving its service standards and receives feedback from its clients.
Feedback from these consultations is used to re-examine the service and service standards. In particular, work is ongoing to revise the process used to initially classify reviews as non-complex, complex or very complex.
The Competition Bureau had detailed consultations with its clients about the setting of standards. It provided the clients with historical statistical information and made changes to the standards in response to client suggestions.
The Bureau publishes more than just the percentage of reviews that are performed within the standard. It supplies (graphical) information on the distribution of the times actually taken. This is very valuable, because it identifies cases where the standard is significantly exceed and where the actual completion time is very short.
The Bureau collects information both on the actual service provided and on the clients' perceptions of the service. This avoids the situation where the organization believes the situation is acceptable because standards are being achieved, while clients are actually unhappy because their needs and expectations are not being met.
The periodic meetings with client representatives allows for proper feedback.
While clients have been quite satisfied with the present service standards and degree to which they have been satisfied. It was discovered that the process of initially categorizing reviews by complexity was not always accurate. This meant that sometimes, a review would have to be re-classified into a higher complexity level. This caused problems with the clients, not so much because the revised time was unacceptable, but because plans had already been made on the basis of the shorter review time and had to be revised. The Bureau is currently in the process of revising its classification process. It has been learned that increasing the time and effort in classification procedures to ensure that re-classifications are less frequent actually improves satisfaction.
Lise Davey
Manager, Client Services
Industry Canada
Competition Bureau Client Services
50 Victoria Street
Hull, Quebec
K1A OC9
Telephone: (819) 953-9069
Since 1953 when it was established, the National Library of Canada has built a collection of more than 18 million items. The collection is primarily Canadian publications in all publishing formats including print, audio-visual and electronic. The National Library was created to acquire, preserve and promote the published heritage of Canada and, most importantly, to make it accessible to all Canadians. As a result, the Library now holds the largest collection of Canadiana to be found anywhere. It has several unique collections rare books, literary and music archives, children's literature, audio recordings, as well as excellent collections of Canadian government publications and newspapers, and a large reference collection oriented to Canadian studies.
The objective of the National Library of Canada program is to enable Canadians to know their country and themselves through their published heritage, and to provide an effective gateway to national and international sources of information. The principal responsibilities of the program are:
The National Library provides a number of services, broadly speaking based along business lines. These include:
The use of on-line services by National Library clients has increased dramatically over the last few years.
The National Library of Canada is dedicated to building a world-class national resource to support the study, understanding and continued vitality of Canada's cultural heritage, and to facilitating access for Canadians to national and worldwide networks of information resources. The Library has published a Service Pledge on its website in which it declares its commitment to respond to its clients' information needs in a professional manner, clearly and accurately. The Pledge goes on to commit the Library to treat all users equitably and courteously, with respect for individual rights, privacy, and safety. Finally, it commits to offering its services in the official language of the client's choice.
In developing its service standards, the National Library has consulted with clients through surveys and focus groups as well as through a listserv consultation. In 2000-01, the Research Support business line conducted a client satisfaction survey based on the Common Measurements Tool. Client reaction was rather positive. As well, on-site and on-line users of the National Library are invited to complete comment forms. Generally, very few per year provide any negative comments.
Library staff were consulted in focus groups to develop and review the draft service standards and to ensure that they understand the level of service to which the Library was committing itself and that clients expect. As a result of recent consultations with clients, the Library has made some adjustments to its service standards. The client surveys have also addressed the question of client satisfaction.
The National Library's service standards are posted on its website and results are included in its Departmental Performance Report.
The National Library's service standards and results as indicated in its 2000-2001 Departmental Performance Report are presented below:
Service | Service Standard | Target | 2000-2001 Results |
Canadiana, National Bibliography | Records for publications covered by the Canadian Cataloguing in Publication (CIP) program and for federal government publications available to libraries participating in the federal government's Depository Services Program (DSP) will be added to the Library's database within 10 days of receipt of the publication by the National Library. | 100% | 90% |
Records for at least half of all other current publications listed in Canadiana will be added to the database within three months of receipt of the publication. | 50% | 77% | |
Research Support | Requests for simple, factual reference information will be answered within two business days. | 100% | 99% |
Information requests requiring extended analysis and research will be answered within five to ten business days. | 100% | 97% | |
The Library will deliver requested materials to clients:
|
100% | 100% | |
Database Services | The Library's national bibliographic database service, AMICUS, will be available 98% of the time during scheduled service hours | 98% | 98.8% |
Downtime over a one-year period will not exceed 3,600 minutes | 3,600 | 6,167 | |
There will be no period of continuous downtime lasting longer than 24 hours (= 1,440 minutes) | 1,440 | 1,559 | |
Resource Sharing | Responses to Basic interlibrary loan (ILL) search requests will be provided within two to four business days of receipt of the request | 100% | 75% |
Responses to In-Depth ILL search request will be provided within ten business days of receipt of the request. | 100% | 92% |
The National Library of Canada has exhibited the following exemplary practices in its approach to developing, implementing, monitoring and using its service standards:
Need to Earn Commitment and Credibility of Staff
For more information on the services provided by the National Library of Canada , please contact:
Paul McCormick
Director General
Strategic Policy and Planning
613-996-2892
paul.mccormick@nlc-bnc.ca
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:
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.
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:
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:
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.
ESS has exhibited the following exemplary practices in its approach to developing, implementing, monitoring and using its service standards:
Need to Gain Credibility with Clients
Need to Earn Commitment and Credibility of Staff
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
Forensic Laboratory Services falls under the auspices of the National Police Services and Technical Infrastructure (NPS & TI) business line of the Royal Canadian Mounted Police. The NPS & TI business line is responsible for efficient, effective, and responsible support services to the law enforcement community. NPS & TI consists of six service lines; Forensic Laboratory Services, Information and Identification Services, Canadian Police College, Criminal Intelligence Service Canada, Office of the Chief Information Officer, and Technical Operations.
This case study focuses specifically on Forensic Laboratory Services (FLS). FLS provides scientific and technical assistance to the criminal justice system through examination and analysis of criminal evidence provided by Canadian police forces as well as various federal and provincial agencies. The FLS also provides expert witnesses to testify in criminal proceedings. FLS specializes in Biology, Chemistry, Documents, Counterfeits, firearms, and Toxicology Services (Toxicology and Alcohol). The FLS maintains six offices across Canada, they are located in Halifax, Ottawa, Winnipeg, Regina, Edmonton, and Vancouver. The FLS is also responsible for the national DNA Data Bank, operational since June 2000.
In there 2000/2001 performance report the FLS noted over 15 000 requests for examination resulting in 10 231 forensic cases. The FLS analyzed 2581 biology (DNA) cases. The FLS also received 3200 subpoenas resulting in over 1000 court appearances.
The FLS uses many forms of communication. The most prominent is mail services, due to the sensitive nature of the materials the FLS still requires original signatures on much of its documentation. The phone is often used as a means to update and receive information for on-going investigations. In person appearances are far less frequent, these are generally the result of subpoenas for expert testimony in court proceedings. Email is used on occasion for interim reports and simple exchanges of information. More recently videophones have been introduced as a substitute for expert testimony, however this method has raised many concerns and so has not yet gained wide acceptance.
Forensic Laboratory Services is in a somewhat unique environment with respect to the Public Service. They act as a support system to enforcement agencies in provincial and federal departments. They have chosen a set of service standards based on priority as opposed to specific services. In this case the same service will have different time dependent service standards based on the priority of the request. This system had been derived based on assessment of need versus the capabilities of the FLS. The system included four levels of Priority (Priority 1 - 4). Priority 1 includes situations that are life threatening, and determining if a crime has been committed, Priority 4 is reserved for cases where prosecution is not anticipated. Response times for Priorities range from 1-15 days for Priority 1, to 1-90 days for Priority 4.
However, the FLS is in the midst of revamping their service standards in order to be more responsive to the needs of their client base. They have just completed a series of consultations with various enforcement agents across the country. Through this consultation it was determined that a two priority system would be as effective but more efficient. This system would define Urgent versus Routine procedures. It was also determined that Urgent request should be completed with 5 days, where as Routine request could be completed within 30 days (one exception was a group representing a large number of police officers who felt that 5 days was acceptable for Routine requests as well). A further recommendation of the consulting team was to include in the standard request form a statement indicating that the client and forensic representative work together to determine a timeframe expectable to both parties.
Table 1. Service standards; Old versus proposed.
Old System | New System* | ||||
Priority | Description | Time | Priority | Description | Time |
1 | · Life Threatening Situation · Investigational situation where the results will lead to a suspect or suspect vehicle · Determine whether a crime has been committed |
1-15 days | Urgent | To be determined through consultation with FLS representative and investigator.** | Within 5 days |
2 | · Eliminate/identify a suspect or vehicle · Ongoing criminal investigations · Cases where the value of the evidence is reducing with time · Cases where a court date has been set |
1-30 days | Routine | To be determined through consultation with FLS representative and investigator. | Within 30 days |
3 | · Prosecution is anticipated | 1-60 days | |||
4 | · No prosecution is anticipated | 1-90 days |
*these standards where determined through consultations and are now under review.
** Integrity of evidence, Immediate threat to national security, Immediate or on-going threat to community security, and Court order, where listed in that order as possible items for inclusion in the Urgent Category.
The final recommendation of the consulting team deals with prioritization of different aspects of the same case. This recommendation is based on the client input acknowledging the importance of setting attainable service standards. This recommendation brings to light precedence within the same case since some aspects of the case may be more pressing than others. It is recommended that the Information Technology Team work on system to accommodate multiple priorities within one case number.
Forensic Laboratory Services has exhibited a number of exemplary practices in implementing its client-centred initiative and in its approach to developing, implementing, monitoring and using its service standards:
Through their client-centred commitment, Forensic Laboratory Services has determined some main ideas that may be shared with other departments when implementing their own client-centred approach:
Need for client consultation
The benefits of employee buy-in
Need to learn from other jurisdictions
For more information on the services provided by FLS, please contact:
Tom Lukaszewski, M.SC, M.B.A.
Policy Planning and Evaluation
Forensic Laboratory Services
Royal Canadian Mounted Police
Tel 613-998-6349
Fax 613-952-0156
Guy Brunet
Director
Planning and Priorities
Strategic Direction
Royal Canadian Mounted Police
Tel 613-993-1242
Fax 613-993-4453
Internet guy.brunet@rcmp-grc.gc.ca
The Advisory Services Division of Statistics Canada provides statistical information and a number of other statistics-related services to the Canadian Public. Most of the staff work in the eight Regional Offices located across Canada. The Division has three primary functions: answering statistical inquiries, performing media communications outside the National Capital Region, and acting as a focal point through which requests for cost recoverable services are channeled.
Advisory Service's main client is the Canadian Public, but it provides information to anyone who requests it: business, academic, government and individuals.
On its website, Statistics Canada provides a detailed set of standards for the services it provides to the public. These standards address standards for quality, accessibility, promptness, cost, reliability, and redress mechanisms. The detailed service commitment may be found in the Annex to this Case Study. These service standards were developed largely internally, although Statistics Canada also makes use of ongoing consultations with various advisory committees, which represent the user communities.
Advisory Services is particularly concerned with the response time standards outlined in the detailed service commitment. In addition to these department wide standards, Advisory Services has its own internal processes and standards.
The quality of the information provided via telephone is assessed though a system of call monitoring by supervisors. Advisory Services has a policy of monitoring 4% of calls of new staff and staff that have been experiencing problems; it monitors 2% of calls to other employees. The results of the telephone monitoring are used to help in the initial training process and to help staff continue to improve the quality of their work.
Advisory Services monitors various aspects of its level of service through periodic Mystery Shopper audits. In these audits, calls are made to Advisory Service offices by an external audit organization. The office manager and staff are not told that an audit is underway.
Statistics Canada does not perform a satisfaction of users of the general telephone system, because it has a policy of not asking callers to identify themselves unless this is necessary in order to provide the caller with a desired services. However, it does perform a satisfaction survey of those who purchase more than $250 of services. The satisfaction rate is very high (over 90%).
The tracking of length of phone queues and number of abandoned calls provides an effective way of monitoring the effectiveness of the telephone answering system
The Advisory Services Division uses the telephone monitory system as an adjunct to its training system. Each new employee takes about six weeks of training on information sources and how to use the computer databases. For the next six weeks, the trainee answers the telephone while being monitored by an experienced staff member who provides assistance and additional training and advice. After this period, the individual answers the phone alone most of the time, with 1 call in 20 being monitored.
The use of Mystery Shopper audits serves as an independent external assessment of the overall phone system.
The use of a satisfaction survey of service purchasers provides a further feedback on satisfaction with service.
The use of external testing of the system was found to be very useful. In one case the Mystery Shopper audit identified a technical problem in the telephone system, where a small number of callers were sent to a dead phone line, which was never answered. This technical problem would have been almost impossible to discover internally.
Iain McKellar
Director
Statistics Canada
Divisional Management
RH Coats Building Holland Avenue and Scott Street
Tunney's Pasture
Ottawa, Ontario
K1A 0T6
Telephone: (613) 951-9285
ANNEX
STATISTICS CANADA
Standards of Service to the Public
Statistics Canada is committed to serving its clients in a prompt, reliable and courteous manner. To this end, the Agency has developed standards of service which its employees observe in serving its clients. According to these standards, the Agency's personnel makes the following commitments.
Quality
Accessibility
Promptness
Cost
Reliability
Redress Mechanism
If you, as a client, have reason to believe that these standards have not been adhered to in your dealings with Statistics Canada, you are encouraged to contact:…
Transport Canada Technology and Information Management Services Directorate (TIMSD) provides technical support for Transport Canada at headquarters and across the regions. They also supply support to some provincial government departments. TIMSD provides internal support services and is funded from the centre. TIMSD staffs a Technical Help Desk, manages implementation of new software/hardware, equips and connects new users to Transport Canada's local and wide area networks, and responds to any technical difficulties. TIMSD staff meets regularly with their client groups, working with them to develop plans of action for any required changes. These client consultations also afford the opportunity to regularly examine any client issues or concerns, to point out any improvements the client may need, and to suggest schedules for any training the clients may require.
TIMSD lends support over the phone, through email, in person and over the internet. They are currently in the process of increasing the use of the Internet to facilitate large-scale software installations, to increase user access to resources, and to provide clients with a continuous feedback outlet. In the future, they hope to implement an Internet based solution for logging system problems.
TIMSD works with three business lines at Headquarters and currently has 25 client groups. TIMSD liases with the regions to maintain continuity of services across the country. They maintain contact with Government Technology and Information Services (GTIS), which maintains Transport Canada's wide area network, to insure services are maintained at high levels and to deal with any issues that affect the needs of their client base.
TIMSD provides an excellent example of the importance of infrastructure. Only a small percentage of work done by TIMSD is visible to the end user (the client). Most of the work is behind the scenes. They have developed service standards based on the needs of the end client, but for these service standards to be met, all of the supporting infrastructure must be well maintained. TIMSD maintains web servers, email servers, file storage and archiving, as well as database and overall system integrity. TIMSD must be up to date with current security issues, with developments in software and hardware, and with developments in network environments. TIMSD maintains close ties with GTIS to ensure their clients are receiving the best possible network infrastructure.
This section deals with service standards as detailed to the clients through TIMSD's Service Level Agreement (SLA). These standards reflect the needs of the client, but within the context of the technological capabilities of TIMSD. They have been developed through consultation with their client base but with consideration for the limitations of the working technological environment. In developing these service standards TIMSD is better equipped to determine what resource allocation will result in a working environment most in line with the client's needs. With this in mind, TIMSD integrates the needed infrastructure to accomplish the seamless interactions of Information Technology/ Information Management and client satisfaction.
TIMSD has developed a document called the Service Level Agreement (SLA). It is a standard contract detailing the responsibilities and expectations of both the client and TIMSD. This standard form is modified, through consultations with the client, to account for extenuating circumstances or special needs. The SLA includes a detailed list of the services TIMSD provides as well as the timeframes to complete each of these services. This document lists such services as user ID creation & Assignment, virus scans, loading data file, installing software, and LAN connections. The SLA details time-dependent service standards for each of these services. For example the timeframe for user ID creation and assignment is one working day.
TIMSD list of service standards also includes the time for call back if a problem is reported. From time of the phone page, TIMSD staff will contact the client within 25 minutes. They have also set a standard of resolving any reported problems within 3 hours, their service standard target is set at 80% of the time.
TIMSD has worked extensively with their client base to create an environment palatable to the direct client and end users, as well as to TIMSD and its employees. The relationship is based on mutual respect and openness. TIMSD's day to day practice are founded on consultations with the clients, on surveys, and on best practices from other IM/IT services both in government and in the private sector. The following exemplary practices have evolved using a TIMSD/Client partnership approach to client service/satisfaction:
In its shift to a more client-centred day to day operation, TIMSD has found some overall themes integral to creating a workable technological environment. These themes have developed through trends in client satisfaction, employee input, client survey results, and client consultations.
For more information on the services provided by the TIMSD, please contact:
Richard Ruta
Assistant Director, Infrastructure Implementation
Technology and Information Management Services Directorate
Transport Canada
613 993-7066
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.
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
VAC has exhibited the following exemplary practices in its approach to developing, implementing, monitoring and using its service standards:
Service Standards as a Tool to Satisfying Client Expectations
Surveying Clients as a Tool to Improve Client satisfaction
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
American Express in Canada operates as AMEX Canada Inc. and AMEX Bank of Canada. AMEX Canada Inc. is a leading provider of travel-related services in Canada and assists companies with managing and controlling their business and travel expenses. AMEX Bank of Canada is the issuer of American Express Cards in Canada. Both are wholly-owned subsidiaries of New York-based American Express Travel Related Services Company Inc., the largest operating unit of the American Express Company, which provides a wide range of financial and travel-related services for consumers and companies.
AMEX Canada Inc. manages:
AMEX Bank of Canada manages:
Main Client Groups
Each of the core businesses at AMEX Canada Inc. has clearly defined customer
groups based on product and service offerings which are re-assessed annually as
part of the corporate planning process and throughout the year as new products
and services are launched. The core business groups are:
AMEX Canada Inc. has mature quality systems in place. The organization has demonstrated solid leadership is establishing and maintaining a customer-focused strategic direction. Alignment of organizational goals is maintained through a comprehensive planning process. Strategic Quality Plans are regularly monitored with extensive communication to all employees. Leadership effectiveness is reflected in the organization's strong financial performance as well as significant improvements in key customer, process and shareholder results.
The organization clearly recognizes the importance of the customer. For example, customer satisfaction goals are developed for all employees. As well, a number of mechanisms are available to customers for complaints, assistance, inquiries or needs identification. Empowered employees quickly handle any customer requests - service level agreements are in place for key customer encounter points. Customer data is extensively collected, measured and tracked. Positive customer trends are evident. A wide array of methods is used to measure customer satisfaction as well as analyze data for improvement.
Amex uses the NQI Framework for Business Excellence and the quality assessment tools linked to the Framework. As well, Amex pursues benchmarking with other organizations, customer satisfaction surveys, focus groups, syndicated marketing research studies on consumer/market trends. The business line responding to this survey has particular responsibility for New Customer Acquisition and Servicing (i.e. customer service, marketing offers, relationship management/risk management). Delivery of these services is divided between different service channels, specifically:
In person | 5% |
Phone | 80% |
Fax | 1.67% |
1.67% | |
Electronic Mail | 1.67% |
Internet | 10% |
Kiosk | 0% |
Service level agreements are in place for key customer encounter points and linked to compensation.
Each business unit at AMEX is using a service standard appropriate to their work including: Top2Box; Customer Satisfaction; AHT; TAT; ASA; Representative Knowledge, Courtesy, Accuracy; Industry Service Level; Compliance; etc.
Customer Satisfaction Surveys
There are external customer satisfaction surveys four times a year and focus
groups are held twice annually. There are ongoing consultations with Business to
Business customers. Marked improvements in Top2Box customer satisfaction has
been noted as a result of actions taken in response to survey results. In a
business line where results are flat from one study to another, action plans are
developed, standards reset, benchmarking and best in class processes analyzed,
and executive ownership is assigned to address the situation.
The challenges in monitoring/measuring customer satisfaction were realized in the difficulty of striking a balance between ongoing tracking and refining customer listening tools (e.g. changing questions to reflect process change and customer expectation change). As well, viewing internal performance data for external SAT data holistically presented a challenge. Mechanisms for responding to complaints or redress are used on an ongoing basis throughout the year.
Improvement in customer satisfaction is monitored based on movement on key drivers of satisfaction for a particular process and improvement in overall satisfaction on customer surveys. Internally, staff look at call monitoring and compliance scores/ratings to quantify improvement (list of attributes is long).
The internal elements that contribute most to customer satisfaction are a deep commitment to communication to all levels of the organization (from front line to executive staff), setting an improvement plan with performance targets and ongoing tracking.
Implementation of Service Standards
Being a quality and customer-focused service company, implementation of plans
to measure/improve customer relationships was problem-free. The company's
vision and values are customer-centred; performance evaluations and goals have
customer, shareholder and employee components; incentive reward and recognition
programs in place to reward above and beyond service to customers.
The results from customer service feedback was used to develop service standards. The trend data, industry benchmarks and consultation with research specialists contributed to the development of specific standards. Consultation with internal customers and stakeholders, as well as focus groups with front line staff, also contributed.
Service standards vary from one channel to another and by other customer value/behaviour segmentation. As part of a customer relationship management strategy, customers expect difference levels/types of services from Amex and each channel designs their processes to deliver against those expectations.
Amex shares best practices and improvement stories within the company in other geographical markets and externally with companies in related industries.
Find a balance between ongoing tracking and refining the listening tool to ensure the tool is asking the right questions.
Take an holistic approach to comparing internal performance data against external customer satisfaction data.
Karen Peart, Consultant
Amex
Telephone: 905-474-8398
Fax: 905-474-8363
Description of Business Line
AT&T Canada provides voice, data, internet and e-business services to
individual and business customers. Sales, provisioning, maintenance and
infrastructure, and after-sales support round out the offerings of AT&T
Canada.
A comprehensive quality program based on the Malcolm Balderige award process and the American Society for Quality tools and training has been implemented. By segmenting the customer base, AT&T Canada has identified five key customer satisfiers:
Different customers place different emphasis on the satisfiers. To meet the differing and changing needs of customers, AT&T Canada continually defines new and more specific measures of customer satisfaction that allow each business unit to tailor services to achieve customer satisfaction.
Customer Satisfaction Detail
AT&T Canada surveys both customers and non-customers. They compare their
results with industry benchmarking data. Comprehensive surveys performed by
external suppliers provide information on customer satisfaction with their five
satisfiers. Customer focus groups, input directly from customers through sales
staff and shared market research from AT&T Corp (US) assist them in
developing responses to customer demands.
No measured customer satisfaction baseline benchmark or service standards linked to customer expectations were identified.
The respondent identified the diversity of customers, variations in levels of usage, and the number and type of products used by customers, as the most important challenges to measuring customer satisfaction.
Some modest increases in customer satisfaction have been realized. Continuous improvement is the key theme of all business units. No linkage between customer satisfaction and services standards has been measured.
Implementation
Process Improvement Teams have been developed to improve customer
satisfaction. They use benchmarking data (no source identified), monitor survey
results and collect data on internal processes and standards.
Respondent agreed that service standards vary from one channel to another depending on product or service delivered.
Standards and information gained through the monitoring and measuring of customer satisfaction are not available. Respondent indicated that customer expectations are set at the point of sale and survey results are confidential.
Improving Customer Satisfaction through Service Standards
Sharing Best Practices
Respondent indicated that they had no awareness of other similar organizations that could benefit from AT&T Canada's successes or lessons learned.
Cal Maj
VP, Quality
Telephone: 403-705-6987
Description of Business Line
Canada Life Assurance Co is a diversified international life insurance
company offering a range of protection and wealth management products to
approximately ten million customers, individuals and groups, in Canada, the
United States, the United Kingdom, Ireland and several other foreign locations.
Canada Life is one of Canada's five biggest insurers and offers both group and individual policies for life, health, disability, and property/casualty insurance. Canada Life also provides annuities, pension plans, unit trusts, and other investment products, as well as financial and investment management. The firm has operations in Canada, Ireland, the UK, and the US, and is expanding in such countries as Brazil and Germany.
There are two main customer groups: individuals (independent financial distributors, i.e. brokers, and end customers) and groups (brokers, plan sponsors, i.e. companies that purchase group plans, and plan members).
Canada Life is committed to the use of service standards to help ensure customer satisfaction. Currently, Canada Life bases their service standards on a combination of customer expectations and industry standards. The Canadian Division, Central Unit (survey respondent) uses the Canadian Framework for Business Excellence as their management framework.
The service standards are measured through internal and external surveys. Three business lines within the Canadian Division have marked improvements in customer satisfaction: Group Life and Health, Investment and Pensions, and Pay-out Annuity. Each business line in this division, regardless as to whether they have already seen improvements is working with customers to continually improve customer service. Each business line is surveying customers and identifying the top 3 issues upon which they will work for measurable improvements in customer satisfaction.
The Canadian Division delivers approximately 50% of its business line by phone and 50% via Internet.
Customer Satisfaction Detail
Various tools are used by the Canadian Division, Central Unit to measure
customer satisfaction. A Market and Customer Insight Team was established to
deal with two obstacles to the process. One of the greatest challenges to
overcome is that customers cross over various business units and staff wanted to
contact each customer only once. A system was developed to ensure no repetitive
calls were made to each customer and the information shared with other business
units desiring the information. Secondly, because Canada Life had merged or
acquired other companies, links between data systems had to be established to
eliminate redundancies and create consistent information.
Significant improvements in customer satisfaction were realized in: staff knowledge and cross-functionality (for customer information); turnaround time (especially dental claims); and accessibility (due to increased call centre hours).
Implementation
Each Market and Customer Insight Team has representation from all areas of
the organization and they have implementation sessions for middle and upper
management who then communicate the information to their staff.
Employee satisfaction surveys have been in place for more than 4 years. The results of these surveys are used to make changes in Human Resource standards. The next steps to be taken are always communicated to staff to ensure follow-through.
Improving Customer Satisfaction through Service Standards
The Market and Customer Insight Team in each business unit are using a
systematic approach to gather information through the new Customer Feedback
Unit. Business units then analyze customer feedback and link it to the following
year's plan and to improving service standards.
At present there is no definite data that points to a correlation between the improvement of service standards and customer satisfaction. Not enough data has been collected over the relatively short period of implementation. Because several service standards were changed at the same time, no conclusions can yet be drawn to indicate which service standards had the greatest impact on improved customer satisfaction. The overall conclusion drawn by the Market and Customer Insight Team and management is that customer satisfaction has risen to many improved processes and standards now in place.
Sharing Best Practices
Canada Life has working relationships with other companies outside the
financial/insurance industry such as AMEX, AT&T and Xerox. We have shared
best practices in both directions and found it most helpful.
Canada Life Assurance Company
Helga Orviss
Senior Quality Service Consultant
Telephone: 416-597-1440 x 6270
Fax: 416-204-2454
The Ministry of Transportation's Private Driver and Vehicle Licence Issuing Network is responsible for road user safety policy, as such their sphere includes issuing drivers licences, truck safety, plate renewals, vehicle registration and the graduated licensing system. The Performance Management Program (PMP) defines requirements and performance standards of Private Issuing Offices. The Service Improvement Office carries out this mandate.
There are currently 280 Private Issuing offices and 57 Driver Exam offices in Ontario that fall under the auspices of the Service Improvement Office. The 280 Issuing Offices are privately owned and managed through contracts with the Ministry of Transportation. Privatization of Issuing offices began before the service improvement initiative and so service standards where not part of the contracts with the Ministry of Transportation. The Ministry used the initiative to build stronger ties with the private issuing offices. The PMP was introduced as a voluntary program, at least for those offices already in place. Since its inception 175 of the 280 (60%) of the offices have integrated the Performance Management Program into their day to day operations. The program is mandatory for any new offices.
The Private Driver and Vehicle Licence Issuing Network has established a number delivery channels. They include in person, by phone, through Kiosks, and over the Internet.
Business plans presented by the provincial Minister of Transportation assert the Ministries commitment to customer satisfaction. This assertion coincides with the provincial government's commitment to customer satisfaction as per the Ontario Public Service's (OPS's) Common Service Standards program (CSS). The CSS program was initiated in June of 1998 with the Secretary of Cabinet's release "Framework for Action 1998: Quality Service Organization". The goals of the Initiative where: to increase public satisfaction of the OPS, to benchmark the OPS against public and private sector, and to set common benchmarks in departments providing similar services within the OPS.
The CSS began in 1998 as a volunteer pilot program with five ministries: Consumer and Commercial Relations, Education and Training, Finance, Labour, and Natural Resources. Each of these ministries was evaluated by independent, outside consulting agencies (Carr-Gordon Limited and Erin Research Inc.) with respect to telephone and correspondence standards. These initial evaluations were used as benchmarks for a subsequent evaluation in 1999. The second evaluation was quite positive, all five ministries had significantly increased their levels of compliance to the common service standards with respect to the benchmarking evaluation. The next phase was to integrate the CSS program into the rest of the OPS.
The CSS program differs somewhat from the Federal Service Improvement Initiative (SII). Whereas the SII program depends on each federal ministry to determine the specifics of service standards for their individual circumstances, the CSS details the service standards to be used by each provincial ministry. Some of the service standards and targets of the CSS are: 80% client satisfaction rates, phones to be answered within three rings, calls will not be redirected more than once, and correspondence to be answered within 15 days of receipt.
The Ministry of Transportation adopted the OPS service target of 80% client satisfaction with respect to licensing, testing, and registration activities. In 2001 the Minister introduced the "Improving Customer Satisfaction for Road Users Act" to the provincial legislation. The act introduces the initiatives to be adopted by the each of its business lines including the Private Driver and Vehicle Licence Issuing Network. This commitment is reflected in the Performance Management Program of the Service Improvement Office.
The PMP is the framework through which the Service Improvement Office has initiated service standards for the Issuer Offices throughout Ontario. The following are some of their areas of focus:
These standards are a reflection of the Ministers commitment to quality, efficiency, and client satisfaction. The Service Improvement Office currently measures client satisfaction levels through mail-in surveys and client comment cards. Trends from these responses help to dictate where improvement may be needed.
The PMP has four main areas where exemplary practices are put in place.
Need to integrate technology
For more information on the services provided by the MTO PWP, please contact:
Tara McCord
Performance Management Program
Private Driver & Vehicle Licence Issuing Network
Ontario Ministry of Transportation
416 235-5320
Objective and Scope of Business Line
Royal & SunAlliance (RSA) is a property and casualty insurance company.
Their stated mission is: "To lead the Canadian insurance industry through
expertise, innovation and outstanding service to our customers and business
partners."
Type of Service Provided
RSA has approximately 1 million policyholders in Canada with premiums
generating revenue of approximately $1.2 billion per annum. Personal
policyholders include those insuring their automobiles and/or their residences
(home owners, renters, condominiums). RSA also has commercial policyholders,
providing coverage for retail premises and financial liabilities.
RSA processes approximately 200,000 claims per year and makes coverage payments of approximately $14 million each week.
Delivery Processes
RSA policies are sold through a network of approximately 1,500 independent
insurance brokers across Canada. The primary focus of RSA's service delivery
is the handling and processing of insurance claims.
Of RSA's staff of about 3,500, there are 700 whose functions are solely dedicated to the claims process. The claims staff includes telephone response representatives, adjusters and automobile appraisers, among others.
RSA claims staff provide 24-hours a day, 365 days a year response through a nationally accessible 1-800 toll-free telephone line.
Service Pledge
The following "promises" are featured prominently on all RSA promotional
material, the RSA web-site and on all documentation that is sent out to
customers:
Claims Promise To meet - and exceed - our customers' service expectations by handling all claims fairly, efficiently and sensitively. Delivering on our Promise
|
Service Standards
RSA has developed a set of service standards designed to help them meet their
pledge commitment. The standards were developed internally, without the use of
external consultants. The standards were developed by a task force of employees
from various areas within the company. The standards were developed using input
from a variety of sources, including:
These standards are published internally and are not available to customers or the general public. The objective of the standards is to meet the pledge that is made to customers. These standards are used to monitor, modify and evaluate employee and company performance. A copy of these standards is included on the following page.
R&SA Claims Service Standards
Service Standard Monitoring
A variety of methods are used to monitor service standards.
For the claims representatives and appraisers, five of their claim files are randomly selected each month. These files are reviewed to ensure that all 10 of the service standards (where applicable) have been met. Where service standards are not being met, a more thorough review of that representative's files is undertaken.
For telephone call centre personnel, supervisory staff listen in on calls on a random basis. Where shortcomings are identified with respect to standards for a particular individual, the calls will be recorded and the supervisor and call centre representative will listen to the calls together and identify areas for improvement.
All claims personnel who are monitored are provided with a one-page report card identifying strengths and areas for improvement. These report cards are also used as part of each individual's annual performance appraisal.
After each automobile claim has been settled, the policyholder is sent a post-repair from to complete. The information collected through these forms is also used to monitor the service provided by both the claims department and the repair service provider. This enables RSA to monitor both its own service levels as well as those of their selected external providers.
RSA participates in the annual Customer Satisfaction Survey that is mandated by the Financial Services Commission of Ontario (FSCO) for Ontario automobile claimants. This survey comprises three questions designed to measure overall customer satisfaction. RSA has expanded its questionnaire to 15 questions, measuring the various specific aspects of customer satisfaction and identifying potential areas for improvement.
As well, RSA not only surveys Ontario automobile claimants, but has expanded its survey sample to include both property and automobile claimants across Canada. The findings from the survey are compared with results for other insurance companies as well as with results from previous years. As previously mentioned, the survey findings are included in the development of service standards.
Telephone Communication
Appraisal Service
Empowered Adjusters
Modifying Standards in Unusual Circumstances
Keeping Customers Informed
Karen Lock
Manager, Claims Department
416-366-7511
Karen_Lock@royalsunalliance.ca
Description of Business Line
Sun Life Financial is a leading international financial services organization
focused on providing financial services to individuals and businesses throughout
their lifetime. Sun Life Financial offers a diverse range of products and
services through our member companies and partners. The comprehensive product
range covers plans from life insurance through to pensions and investments.
Products and services include: Life, health and disability insurance; Mutual
funds; Annuities and savings; Pensions; Investment management; Trust Services;
Banking Services.
The division answering this survey deals with claims adjudication and client service processes. They work primarily with plan sponsors (employers) and with the plan members (employees). Working predominantly through the phone and mail, the department does at times work in person and through email.
There are internally and publicly posted service standards within the Sun Life Financial organization. Customer Satisfaction Surveys are deployed twice every year. Sun Life measures operational data on a regular basis.
Customer Satisfaction Detail
Customer satisfaction has increased noticeably in the last year. Sun Life
Financial continues to modify their service standards, implement changes to
increase employee satisfaction and work to improve the factors that drive the
scores on their surveys.
Implementation
The surveys take place through the mail and through focus groups. Their
challenge with mailed surveys comes with finding accurate mailing addresses for
plan members. They measure 30 attributes as part of the survey. The whole
implementation process is planned thoroughly to create seamless contact with the
customer.
Improving Customer Satisfaction through Service Standards
Sun Life Financial places an emphasis on employee satisfaction as having
direct impact on customer satisfaction. For that reason, employee satisfaction
surveys are implemented annually and employee needs are value highly.
The results of the Customer Satisfaction survey produces several projects to respond to the issues raised. Improvements in turnaround time is frequently the number one issue raised by customer satisfaction surveys.
Sharing Best Practices
Thomas Hollman
Quality Officer
Sun Life Financial of Canada
Telephone: 416:408-7591
Fax: 416-595-1436
Email: tholle@sunlife.ca
This case study focuses on client service standards developed for TD Canada Trust - Personal Banking. TD Canada Trust currently deals with over 9 million clients from the general public. Services include personal banking needs such as; deposits, cheques, account management, loans, mortgages etc. The main point of access, 70 - 80 %, is through Automated Banking Machines (ABMs). Other points access include; tellers (in person), phone (automated banking services and contact with agents), fax, mail, electronic mail, and the web site (information, requests, and on-line banking).
TD Canada Trust has developed a separate division, Strategy and Information Division within the Marketing Department, to track and report on client satisfaction and related standards.
Service standards for TD Canada Trust are internal. Most of the information is proprietary and therefore not covered in this report. Through surveys, consultations and focus groups TD developed a list of 15 Service Standards (unavailable). They include such elements as:
Service Standards vary between points of access, qualitatively as well as quantitatively. Though wait time is integral to web access and in-branch service, web access is expected to be far more expedient. When we examine phone service, though it is not as imperative to physically smile, the same pleasant demeanour is expected as with in-branch service.
Clients banking from the branch are randomly selected to complete surveys. These surveys are collected each day, 6 days a week. If a client has participated in a survey they will not be included again for a least 6 months. TD processes, roughly, 400 000 surveys each year. Surveys for telephone and ABM transactions are collected separately.
There is a completely separate tracking system in place to deal specifically with any complaints. A number of people who have submitted complaints are contacted and surveyed.
The corporate philosophy is to examine what factors influence client satisfaction, what the branch can do to meet enhance these factors and to integrate these ideas into daily operations.
TD Canada Trust has developed many exemplary practices with respect to its service standards. These practices have evolved though numerous consultations and surveys both internal and external. TD Canada Trust has allocated significant resources to the development of these practices and has found a significant link between client satisfaction, employee satisfaction, and profitability. They have developed other standard as well but they are proprietary and so are not covered in this case study.
The following are main lessons learned throughout the implementation of the TD Canada Trust's client-centred approach to customer service:
There is a strong correlation between employee and client satisfaction.
Documentation of service standards and procedures for developing and integrating these standards is essential to the initiative.
For more information on the services provided by the TD, please contact:
Janet Hawking
Senior Vice President - Strategy and Information
Marketing Department
TD Canada Trust
Phone: 416 308-5394
Objective and Scope of Business Line
Disney Canada Products (DCP) is a division the Walt Disney Company. DCP is
responsible for the licensing of all Disney products in Canada as well as the
marketing, promotion and merchandising of those products. The sated objective of
DCP is to be the vendor of choice in all of its competitive categories.
Type of Service Provided
DCP licenses and promotes thousands of different products. These products are
divided into three groups: apparel and accessories, toys and sporting goods,
everything else (food products, domestic products, gifts, stationery, etc..).
DCP licenses product manufacturing to a wide variety of companies, such as Hasbro, Mattell, etc.. DCP then manages the marketing and merchandising of these products through key account vendors and its own chain of stores.
In addition to licensing and promoting Disney products, DCP also promotes Disney movies in Canada. This is generally aimed at enhancing the cross-promotional value of the movies and the corresponding products associated with those movies.
Sales of Disney products in Canada in the last year totaled just over $1 billion. Disney revenues are generated through the licensing fees and royalties that are generated by those sales.
Delivery Processes
Disney products in Canada are primarily sold through the 16 Disney stores in
Canada as well as through their six key vendors. These vendors are WalMart,
Zellers, The Bay, Sears, Toys R Us and Loblaws/Costco. DCP views these 6 vendors
as being its most important customers.
DCP has approximately 68 employees who work in licensing, marketing, merchandising and administration. They have another 100 employees (a mix of full-time and part-time) who work as staff in the 16 Disney stores.
Service Pledge
DCP offers its vendors the opportunity to maximize value "by leveraging the
strength of its brand, character and entertainment franchises through a
commitment to creative excellence and customer service coupled with strict
financial discipline".
DCP is able to follow through on this pledge by providing each of its key vendors with:
Within the Disney stores, the staff are referred to as "Cast Members" and customers are referred to and considered as "Guests". This nomenclature lies at the core of the Disney customer service philosophy. Cast members are taught that success depends on servicing customer needs. DCP views the keys to staff training as motivation and empowerment. Cast members are motivated to provide guests with a positive Disney experience and they are empowered to ensure that they can accomplish this objective.
Service Standards
Because the bulk of DCP sales come through the key vendors, most of the
service strategy is based on satisfying the needs of the vendors. Rather than
imposing DCP standards on each vendor, DCP takes the position that these are
large successful retailing enterprises that already have core customer service
standards. DCP therefore provides individualized service to each of the vendors
by adapting the vendors own service standards.
For example, one of the core philosophies of WalMart is the "Sundown Principle". This principle states that all queries and complaints must be dealt with before the sun goes down. This does not necessarily mean that the complaint will be resolved or that the query will be answered. It does mean that the customer will be contacted and the query or complaint will be acknowledged and the customer will be given an expectation of how long it will take to meet their needs.
Service Standard Monitoring
Management Training
Drawing on Expertise of Customers
Empowered Staff
Dealing with Demands that Cannot be Met
Bruce Morrison
Managing Director, Licensing, Retail and Marketing
The Walth Disney Company (Canada) Ltd.
Simcoe Place, 200 Front Street West
29th Floor
Toronto, Ontario
M5V 3L4
Tel: 416-596-3339
bruce.morrison@disney.com