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ARCHIVED - Summary Report on Service Standards


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7. Conclusions

Citizens and clients are entitled to know what service quality to expect from government. Well-structured and communicated service standards help ensure that clients and government employees share the same understanding of what to expect when a service is provided. Service standards can be an important component in managing client expectations, and, as long as these expectations can be met or exceeded, it is likely that client satisfaction with the service will improve. Problems and issues encountered in the past when developing service standards and metrics can be overcome.

Canadian government departments and agencies have exhibited many worthwhile exemplary practices in their approach to developing, implementing, monitoring and using their service standards. Although CAC did not assess the service standards or the practices, CAC concludes that the best service standards revolve around three pillars, namely:

  • consultation with clients, and really listening to what clients have to say about their expectation on service;
  • consultation with employees who provide the services and who support the front-line service providers to ensure that their needs and concerns are listened to and that they have the competencies to achieve the service standard performance targets so that they can derive satisfaction from providing services to Canadian citizens and clients; and
  • making managers accountable for achieving their service standard performance targets, which implies having measurable standards and actually measuring them.

Departments and agencies, along with TBS, appear to be on the right track. Service standards are a tool to help manage client expectations, which, in turn, can contribute to improving client satisfaction. The approaches taken by departments and agencies in establishing and implementing service standards are clearly leading to success. Those who have embarked on this journey and are integrating their service standards with the Service Improvement Initiative are creating their own momentum.

For service standards to be effective they must have buy-in from all relevant stakeholders outside the organization and all levels within the organization. Managers must be seen as leaders, employees must continue to be trained and properly equipped to work to satisfy the standards. It is important to ingrain the need for consultation and reporting so that weakness can be identified and adjustments made. Departments and agencies should consider common reporting methods on service standards and other metrics associated with service improvement. There is still room for improving the measuring and benchmarking processes and it is only through a structured form of measurement that the Service Improvement Initiative can develop and grow with the changing needs of Canadian citizens.