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Quality is Everyone's Business
Quality Services and Treasury Board Secretariat Expectations
The Benefits of Benchmarking and Best Practices Sharing
A Practical Kit
Benchmarking In The Federal Public Service
Two Levels Of Benchmarking
Performance Measurement
Finding A Benchmarking Partner Or Partners
The Steps To Benchmarking
Why Is It Important?
What's Involved?
How To Initiate The Process
How To Support The Process
How To Sustain The Process
Get Involved!
A. Examples Of Benchmarking and Best Practices Sharing
B. Contacts To Call For Help / Contributing Your Best Practices
D. Benchmarking and Best Practices Sharing Team
Federal departments, agencies, and Crown corporations must provide Canadians with quality services despite significant fiscal restraints. To remain viable, public service organizations must create corporate cultures that value leadership, encourage client and employee involvement, and continuously improve services, work processes, and management practices. In recent years, public service organizations have initiated many changes. A sampling includes:
Many departments and organizations, after restructuring and downsizing, are trying to regain momentum. They are looking for ways of providing quality services while systematically managing change and continuous improvement, objectives aligned with the government-wide quality services initiative.
The aim of the quality services initiative is to create the conditions for employees to respond better to Canadians' demands and help to rebuild public confidence in the federal government.[1] Starting in 1996, departments will be required, in their Business Plans, Outlook Documents or Estimates, to report on measured improvements to client satisfaction and on their quality service plans. As part of the government's renewed expenditure management system, the Treasury Board Secretariat is also requesting that departments define expected results in their business plans, then report on performance. It is no longer sufficient to ask how well a program is performing; departments must now demonstrate their "value-added accomplishments".[2]
With constant pressures to improve services, resource use, delivery times, and overall operational efficiency and effectiveness, Benchmarking and Best Practices Sharing are increasingly being accepted as powerful and useful organizational change tools to be used as part of a planned approach to improving service quality.
Benefits of Benchmarking
Benchmarking may
Benefits of Best Practices Sharing
Best practices sharing may
This guide should help you integrate these management change tools in your organization. Following this introductory section are:
Section 2: Benchmarking - what it is; how it is used
Section 3: Best Practices Sharing - Some Points To Ponder
Section 4: Launching initiatives
Appendix A: 34 examples
Appendix B: Names of useful contacts; invitation to share your best practices
Appendix C: Bibliography
Appendix D: Benchmarking and Best Practices Sharing Team
Endnotes
"Benchmarking is the practice of being humble enough to admit that someone else is better at something and wise enough to try and learn how to match and even surpass them at it."[3]
Formal benchmarking is the continuous, systematic process of measuring and assessing products, services and practices of recognized leaders in the field to determine the extent to which they might be adapted to achieve superior performance. Some features of formal benchmarking, namely determining a strategic orientation, goal setting, performance measurement and best practices sharing, are integral to how federal departments, agencies and Crown corporations have operated for years. It is a legacy to build on. The challenge is to take advantage of the tremendous potential of systematically benchmarking the best practices of public service and industry leaders and to incorporate them into business strategies, management practices, work processes and services.
Some North American private and public organizations have adopted benchmarking and have realized significant improvements in processes, quality service, customer satisfaction, employee performance and reduced costs by learning from others and acting on the knowledge they have gained through the process.
Strategic Benchmarking is using best practices to develop corporate, program, product strategies and results. It includes:
Operational Benchmarking is assessing and implementing the best practices of industry or public service leaders to improve processes to the extent possible to meet organizational goals. It includes:
Benchmarking is an integral component of a performance management process, where the relative comparisons to the benchmarks become some of the indicators for performance. It involves the establishment of service standards, performance levels, performance indicators, baseline measurements or benchmarks as comparisons against which to measure future performance, within or outside the organization, to sustain competitive advantage and to encourage or force improvement.
Performance measurement may include:
Once internal benchmarks have been determined, organizations involved in benchmarking then seek out industry or public service leaders to make comparisons and to implement best practices.
When looking for industry or public service leaders to partner with, an organization will make one of four types of comparisons; it will make an internal comparison, benchmark with a competitor, benchmark along functional lines, or benchmark generically:
Comparisons within the Public Service e.g., Revenue Canada's audit process compared to the Auditor General's process
Comparisons between direct competitors e.g., Ford's automobile design process compared to General Motor's process
Comparisons between functions inside and outside the Public Service e.g., AECL's library function compared to Weyerhaeuser's library function
Comparisons to "unrelated" organizations known for innovation e.g., Xerox benchmarked L. L. Bean's product distribution process
The American Society of Quality Control (which set up the International Benchmarking Clearinghouse) and many consulting firms offer training in benchmarking models, tools and techniques. Xerox, Price Waterhouse, McKinsey and AT&T are among many firms which have spun off benchmarking groups as a result of their own experience. While the models may vary in their design and emphasis, they are all fairly similar.
Generic Steps to Benchmarking:
Possible Costs Of A Benchmarking Study[4]
"The characteristic that sets apart companies that achieve high levels of customer satisfaction is their willingness to learn from - and share with - others. They "steal" shamelessly and share openly because they have learned how valuable that process is."[5]
Best Practices Sharing involves the capture, dissemination and sharing of a work method, process, or initiative to improve organizational effectiveness, service delivery and employee satisfaction. Federal government departments, agencies, and Crown corporations have a long history of defining needs, measuring performance, adapting and sharing best practices to ensure quality service. This legacy of informally benchmarking a management practice, process or service, and then applying a best practice, is a foundation to build upon to promote a wider sharing of best practices, and to apply formal benchmarking leading to the major improvements needed to meet present challenges.
The possibility of involving all employees in the sharing of best practices as part of continuous improvement initiatives, which include informal and formal benchmarking, is fast becoming a reality. This is due to the emergence of a wealth of information sources, namely: departmental and Treasury Board Secretariat data bases of best practices, the Canadian Centre For Management Development (CCMD) data bases of research and best practices; and the opportunity to economically access information electronically through the InterNet (and World Wide Web) and 1-800 numbers. Vigorous leadership is needed now to regain momentum lost during major restructuring efforts, to adopt systematic improvement approaches such as formal benchmarking, and to share and implement best practices to ensure optimum organizational effectiveness, quality service, and employee satisfaction.
Best Practices Sharing should be:
There are many examples of the face-to-face, paper and electronic sharing of best practices in Appendix A and descriptions of how best practices sharing is being improved or supports continuous improvement. These examples are listed under "Best Practices Sharing Examples", page 14, with the names and telephone numbers of contact persons. Additional contacts are listed in Appendix B, page 18.
As part of its quality services initiative, the Treasury Board Secretariat is fostering a government-wide use of benchmarking and best practices sharing. This section describes what is involved in "initiating", "supporting" and "sustaining" benchmarking and best practices sharing.[6] You should adapt the advice to your own department's situation.
The success of benchmarking and best practices sharing depends on senior executive leadership. That leadership will foster a common understanding of what benchmarking and best practices sharing means and its implications for the organization. It will also produce commitment to the concept, thereby sustaining and supporting employees and managers involved in benchmarking and best practices sharing to generate continuous improvements. To do this, the senior executive team must:
Establishing a context and a strategy statement
When benchmarking and best practices sharing are introduced into an organization, employees need to know where they fit within the existing quality and process improvement initiatives. Developing strategy statements helps legitimize their use.
Strategy 1:
To continuously improve client satisfaction and operational results by focusing benchmarking efforts on finding and implementing best practices in core business and work processes.
Strategy 2:
To share best practices throughout the organization to educate staff, accelerate continuous improvement, enhance communications and promote networking.
Creating the environment and setting expectations
For benchmarking and best practices sharing to take root, management must create an environment where there is a greater incentive to use the tools than to ignore them. This can be done by recognizing improved levels of client satisfaction and operational results from benchmarking and best practices sharing exercises. Embedding these process improvement tools in the annual business plan will also help ensure their use.
Providing management awareness training
Managers must know what benchmarking and best practices sharing are, so there is consistent implementation. Best practices sharing frequently means being involved with groups like the Interdepartmental Quality Network, the Ottawa Benchmarking Forum, or becoming used to accessing and contributing to departmental and other electronic best practices data bases. Competency in benchmarking can be obtained from training courses, seminars and conferences, articles and books, and networking with benchmarking practitioners.
Focusing activities
Most organizations designate a person or small group to ensure successful implementation of benchmarking and best practices sharing. This minimizes the risk that similar internal groups will ask the same organization for the same kind of information. Smaller organizations could assign this task to the person responsible for implementing the overall quality initiative. The group or person responsible for quality, benchmarking and best practices sharing should:
Developing guidelines
Senior management should ensure that benchmarking and best practices sharing guidelines are prepared for managers and staff. These guidelines should become the standard procedures for implementing benchmarking and best practices sharing activities. The guidelines usually outline the "what" and "how" of benchmarking and best practices sharing. They should also include details about visit protocols, information sharing and the ethical, legal, and non-disclosure considerations related to benchmarking.
Establishing an internal network
Most organizations form formal or informal networks between their functional or cross-functional benchmarking and best practices sharing representatives. These serve to source and update activities in these areas. They also fulfill the need to disseminate information and requirements throughout the organization. They can also help spread the word on benchmarking and best practices sharing.
Identifying champions and process owners
Most organizations need champions for major change initiatives. The champion's role should go beyond sponsorship to one of advocacy by challenging the leaders of the organization to aggressively pursue the use and resulting benefits of benchmarking and best practices sharing.
The champion should also be an advocate for focusing benchmarking activities on the organization's key ten to fifteen business processes. The champion should ensure that the key business processes are identified, prioritized, and benchmarked against the best processes of industry or public service leaders. Experience shows that the highest payback comes by applying benchmarking and introducing the best practices of industry leaders to these processes. In addition to champions, each process is usually assigned a "process owner". Senior level process owners are in the best position to commission teams to implement benchmarking studies on behalf of process clients/customers.
Commissioning teams
Experience shows that benchmarking teams function best with six to eight people. It is necessary that all team members should know the process being examined, however some team members should have operational experience. To maximize innovation, teams should also have at least one "blue sky" thinker and/or someone familiar with present and future information technology tools and techniques. Team members should possess analytical, research, problem-solving, process improvement, and project management skills. Teams should use an accepted benchmarking process model and protocols in order to ensure project success.
Providing team members skills training
Over and above team skills such as project management, problem-solving, and process improvement, team members need to understand:
Following an accepted benchmarking process
There are a number of well tested multi-step processes that have supplied their users with successful results. Experienced practitioners understand the need for consistent, replicable results derived from a standard way to conduct studies. A standard process ensures credibility in comparison and consistency in results.
Executive management roles and responsibilities
Executive management roles and responsibilities include:
Middle management roles and responsibilities
In addition to some of the roles and responsibilities shared with executive management, middle managers must:
Team leader roles and responsibilities
Benchmarking team leaders must:
Communicating successes
The sharing of best practices and case studies expands and intensifies buy-in and commitment to continuous improvement and benchmarking, recognizes achievement and stimulates others. Showcasing success stories can be done in many ways, including:
Introducing benchmarking and best practices sharing is an important change for many federal government departments. Therefore, managers have to structure an initiative, get the buy-in and commitment from leaders, and make sure a communications strategy is planned before actually getting into the "how-to" aspects of the process.
It is through the active involvement of leaders and employees working together to learn about, share and implement best practices; and using a systematic improvement approach, including formal benchmarking, that organizations learn, improve, and achieve excellence. Good luck in your journey of exploration, discovery, development, and evolution. This Guide will be revised as we continue to share additional knowledge, tools, techniques, and practices.
BE AWARE - COMPARE - SHARE - GET THERE
TABLE OF CONTENTS
A. Benchmarking Examples
Strategic Benchmarking
1. Benchmarking Trust (Public Service Commission)
2. Benchmarking Change (CCMD and The Conference Board Of Canada)
3. Corporate Development Strategy (Revenue Canada)
4. IBM's Approach To Benchmarking (IBM Canada)
Operational Benchmarking
5. Library Systems Benchmarking Project (Atomic Energy Canada)
6. Internal Benchmarking Task Analysis Reviews (Transport Canada)
7. International Benchmarking - Trade-mark Processing (CIPO)
Performance Measurement
8. Performance Benchmarking (Revenue Canada and IRS)
9. Change Initiatives - Measuring Local Progress (Revenue Canada)
10. A Framework For Benchmarking IT Applications (Revenue Canada)
11. Two Industry Examples (Boulangeries Weston and Ault Foods Limited)
B. Best Practices To Learn From /
Benchmark Against
12. Mail-in Program To Replace Interviews (Citizenship & Immigration)
13. Quality Management Program (Fisheries and Oceans)
14. Grants and Contributions Management (Health Canada)
15. METS Process Improvement Teams PIT Kit (Natural Resources Canada)
16. Payment Authorization Centre (Province Of Quebec)
17. New Business Relationship (Revenue Canada)
18. Supporting Volunteers Serving Canadians (Revenue Canada)
19. Consolidating Revenue Canada (Revenue Canada)
20. Tax Information Phone Service (T.I.P.S.) (Revenue Canada)
C. Best Practices Sharing Examples
21. Maximizing Electronic Mail For Sharing (Citizenship & Immigration)
22. The IPAC Collection (CCMD)
23. Improving Communications Using Best Practices (Revenue Canada)
24. Internal Electronic Sharing (Revenue Canada)
25. Using Newsletters To Share Best Practices (Revenue Canada)
26. Best Practices Fair (Revenue Canada)
27. Innovation And Quality Exchange (Treasury Board Secretariat)
28. HR ConnEXions (Treasury Board Secretariat)
29. Interdepartmental Quality Network (Treasury Board Secretariat)
30. Transformation Newsletter (Treasury Board Secretariat)
31. Improving The Employment Situation Of Employment Equity Target Groups (TBS)
32. Electronic Registries To Track Progress / Best Practices (CMHC, IRS)
33. Sharing Best Practices To Continuously Improve (General Electric)
34. Re-engineering With Love (Corning)
Strategic Benchmarking:
1. Benchmarking Trust (Public Service Commission - PSC)
The PSC benchmarked how 9 successful manufacturing & service organizations built trust. Building trust revolved around 5 principles and sets of supporting actions including employee participation in decision-making processes, autonomy, feedback, supportive supervisor behaviours and open communications. Conclusions are in a monograph "Trust with Organizations, Part 2 - Building Trust", available in a bilingual format.
Contact: Réal St-Amand, Public Service Commission, (613) 995-9269
2. Benchmarking Change (CCMD and The Conference Board Of Canada)
As part of an applied learning course on benchmarking, 30 senior managers benchmarked the change management practices of 12 public and private sector corporations selected on the basis that each had successfully managed a large-scale, planned change activity. It was done under the auspices of the Canadian Centre for Management Development (CCMD) and the Conference Board of Canada. A report is available titled "Meeting the Challenge: Managing Change in the Nineties", which describes the principles underlying effective change management practices; and identifies management competencies, attitudes and behaviours essential to that process.
Contact: Barbara Wynne-Edwards, CCMD, (613) 953-4563
3. Corporate Development Strategy (Revenue Canada)
Revenue Canada had many improvement initiatives prior to the consolidation of the Customs & Excise, and Taxation components in 1993. A Strategy was developed to build on progress and to reinforce consolidation. It includes flexibility to use best practices from within the organization & elsewhere. Some next steps are senior mgt. accountability for implementation; an implementation plan that includes info. sessions, internal consultants and facilitators, etc. "A Guide To Managing Corporate Development" is being prepared which has strategies, practices, contacts, guidance on goal setting, planning, measuring results and following up.
Contact: Dorothee Bouwhuis, Corporate Development Division, (613) 954-6086; Bruce Lawrence, Corporate Development Division, (613) 954-6085; Bruce Veinot, Corporate Development Division (613) 957-3695
4. IBM's Approach To Benchmarking (IBM Canada)
In the early 1990s, surveys showed customer satisfaction had dropped. IBM Canada suffered large losses. Yet by 1995 customer satisfaction had returned: the company was reporting $10 billion in revenue and was profitable. IBM did this through benchmarking. The company measured itself against various models to come up with the "Best of the Breed" (BoB) competitors in each of market segments. Five items became part of its two-year transformation agenda: clear market segmentation, process re-engineering, best customer value, development of highly skilled teams, and enablement (empowerment) of staff.
As a result of this initiative, IBM experienced massive restructuring. It eliminated management layers and reorganized into small operating units. It got out of many business lines. Eleven basic processes were reevaluated. It set some performance improvement targets as high as 200 per cent. Two levels of authority were dropped. It revamped the corporate culture to take risks, be responsive, and faster paced.
Contact: Bob Mornan, General Manager for the Public Sector (613) 788-6071
Operational Benchmarking:
5. Library Systems Benchmarking Project (Atomic Energy Canada)
The Technical Information and Services Division used a formal benchmarking process to compare their costs, processes and strategic plans with those of 5 private sector, high-tech organizations. The results included:
Contact: Mike Luke, Whiteshell Labs, Pinawa, Manitoba, (204) 753-2311, extension 2484
6. Internal Benchmarking - Task Analysis Reviews (Transport Canada)
Transport Canada believes in a rational, customer focused approach to maximizing resource utilization and program effectiveness. One means is to have internal mgt. consultants conduct comparative "task analysis reviews" with field managers of like programs. Similar reviews are done for a HQ function except that a "Customer Satisfaction Survey" is given to field users of HQ products / services as the basis to prepare an "importance/satisfaction" grid for the elements surveyed. Both the field and HQ reviews result in the benchmarking of resource use compared to performance by activity, a rational basis for making resource & program decisions, the identification of (internal) best practices to make improvements and a facilitated workshop where managers present data, discuss findings and take action.
Contact: Bill McCullough, DG, Mgt. Consulting Services, (613) 993-7412; Nick Heley, Chief, Management Practices, (613) 990-3421
7. International Benchmarking - Trade-mark Processing (CIPO)
As part of its Client Service Improvement Program, the Trade-mark Branch of the Canadian Intellectual Property Office (CIPO) has started a benchmarking initiative with the trademark offices of the United Kingdom, Sweden and Australia. The initiative will focus on the key processes involved in the prosecution of trade-mark applications and trade-mark assignments. It will determine and compare application volumes, processing times, output quality, technology environments, human resources and costs. It is the intention of the Branch to identify and adapt best practices wherever possible in order to continue to improve the level of service to its clients.
Contact: Barbara Bova, Director, Trade-marks Branch, (819) 997-2423
A. BENCHMARKING EXAMPLES (cont'd)
Performance Measurement:
8. Performance Benchmarking (Revenue Canada and IRS)
Revenue Canada: The Department has published service standards for several of its services. It continues to develop new standards as part of a broader approach to provide informative, transparent & quality services. For many years the Department has produced statistics on the quality and quantity of production, at a program level, for offices involved in income tax activities. Year over year data is used as benchmarks to report results.
IRS: The Internal Revenue Service of the United States has applied performance benchmarking in their Tax Processing Centers. As tax forms were processed, results were posted in each Centre on bulletin boards so that staff could see performance comparisons of each of the other centres for the same work and with previous year's performance.
Contacts: Bruce Lawrence, Corporate Development Division, (613) 954-6085; Teresa Errett, Corporate Development Division (Service Quality), 952-7098
9. Change Initiatives - Measuring Local Progress (Revenue Canada)
Some offices hold a 3-day, facilitated workshop to assess progress implementing service quality. Prior to the workshop, employees fill in a questionnaire on progress in improving service, employee involvement, leadership, communications, work processes, etc., after 1-2 years of change initiatives. Employees are asked whether change occurred and the degree of change in order to establish old and new benchmarks. The results are presented to workshop participants (a cross-section of staff including management team members). It includes progress and areas to work on, as a basis for immediate discussion and the development of plans of action and follow-up.
Contacts: Bruce Lawrence, Corporate Development Division, (613) 954-6085; Dora Lee, Management Consultant, HR Branch, (613) 998-5764
10. A Framework For Benchmarking IT Applications (Revenue Canada)
Cost and performance models are being developed for IT applications. The models will enable work teams to benchmark the performance of each subsystem to the divisional and branch averages. A first annual baseline assessment is nearing completion. The processes and software tools needed for continuous metrics are being developed.
Contact: Watson Seto, Project Leader, ITB Metrics, (613) 954-6751
11. Two Industry Examples[7]
Boulangeries Weston Quebec
The nature of the business made identifying objectives and measures based on a quality management program relatively easy. Accounting by activity was adopted to measure the viability of each product and quality and performance standards such as rejection rate are posted throughout the plant. The most important factor is that employees actually understand the significance of these measures - that the profit lost due to the rejection of one loaf of bread can only be recovered by producing 5 additional loaves.
Ault Foods Limited
Ault has applied a "Human Resources Index" to measure the value and quality of human resources. The HR Index has been rigorously tested and Ault has demonstrated that there is a significant relationship between index results and corporate performance at the operating level. Management uses this tool as a measure of employee response to change initiatives and as an indicator of the need for human resource management interventions.
Departments, agencies and Crown corporations provided the following best practices to learn from or use as part of a benchmarking initiative. These sample practices are intended as a beginning and as a possible model for others who will contribute practices to future editions of this Guide or to data bases like the Interdepartmental Quality Exchange and CCMD's Management Resource Centre. Contacts for accessing these data bases are given throughout this Guide and in Appendix B.
12. Mail-in Program To Replace Interviews For Inland Immigration (Citizenship and Immigration)
A study showed that nearly 80% of the immigrant admissions workload was generated from six categories of applicants from within Canada. Approximately 100 points of service existed across Canada to handle applications, and staff members traditionally met applicants in an interview setting. A "mail-in" processing project was started in April 1994 to replace the existing processes. Two application processing centres were established: one in Vegreville, Alberta, the other in Mississauga, Ontario.
Results:
Contact: Peter Hill, Chief, Planning and Renewal, (819) 997-8174
13. Quality Management Program (Fisheries and Oceans)
Restructuring and downsizing were the major reasons for initiating a new inspection system. A Quality Management Program (QMP) was implemented by the department in 1992. Members of the fish products industry now are responsible for monitoring their own processes and products while the department monitors the industry. The QMP involves a rating system whereby plants with a history of high levels of compliance are monitored less frequently.
Results:
Contact: Vance McEachern, Inspection Directorate, (613) 993-6930
14. Grants and Contributions Management (Health Canada)
Health Canada has a goal to provide a uniform departmental Grants and Contributions (G&Cs) delivery model to replace over 20 different forms and a variety of automated systems to track applicants. In March 1995 a report was issued recommending:
Expected result:
The application processing time will be reduced and the approval process expedited.
Contact: Ottley Lacelle, Chief, Systems Development, (613) 952-9532
15. METS Process Improvement Teams PIT Kit (Natural Resources Canada)
The Mineral and Energy Technology Sector's PIT Kit is a guide to forming, leading and participating in a process improvement team (PIT). Members of the METS Quality committees, former PIT members and facilitators contributed to the development of this document. It provides a wide range of information starting with what a PIT is all about, how and why it is formed, what goes in a team's mandate, how to choose the members, what their role is, etc. It also includes many practical techniques to use during their meetings, i.e. how to map a process, how to conduct surveys, etc. Finally, this kit contains an inventory of PIT activities, and a list of trained facilitators.
Contact: Gisèle Vazquez, TQM Office, (613) 992-6255
16. Payment Authorization Centre (Province of Quebec)
Quebec's "Centre d'autorisation et de paiement des services de santé Inc. (C.A.P.S.S.)" is an electronic data interchange (E.D.I.) network for real-time transmission, validation, authorization and payment of claims in the health care field in Quebec.
Results:
Contact: Johanne Brosseau, (514) 289-2842
17. New Business Relationship (Revenue Canada)
In an unprecedented partnership with Canadian business, the Department has been moving to fundamentally alter the administrative procedures for importing commercial goods into Canada. This effort has been complemented by extensive consultations with a cross-section of businesses, trade associations and other government departments. The New Business Relationship is designed to significantly reduce the costs and complexities of importing and to facilitate the competitiveness of Canadian companies through concepts such as electronic commerce, streamlined reporting and release, audit verification, and increased client assistance. Companies estimate they will save tens of millions of dollars over the next several years due to these tailored options and streamlined procedures.
Contact: Diane Tait, (613) 941-0096
18. Supporting Volunteers Serving Canadians (Revenue Canada)
The Community Volunteer Program is composed of volunteers who help the elderly, shut-ins, the disabled, single parents, etc. complete income tax forms; people who might have difficulty fulfilling their obligations and receiving their refunds. Revenue Canada supports volunteers with training and instructional materials. It also surveys volunteers to gauge results and use their comments to improve tax forms & procedures. For 1994, the 7,117 volunteers who responded to survey (54%) said they helped over 200,000 people.
Contact: Monique Sike, Client Services Directorate, (613) 957-9370
19. Consolidating Revenue Canada (Revenue Canada)
Legislation was passed to enable the "consolidation" of Revenue Canada - Taxation and Revenue Canada - Customs and Excise. Implementation was via an Administrative Consolidation Project Team, regional project teams, office-level project teams, full-time co-ordinators, extended and extensive consultation with staff and internal clients, several models of possible structures / territories / service models produced for management consideration. Levels of internal administrative services were maintained and major savings realized.
Contact: Dorothee Bouwhuis, Corporate Development Division, (613) 954-6086
20. Tax Information Phone Service (T.I.P.S.) (Revenue Canada)
A country-wide telephone information line called the Tax Information Phone Service (T.I.P.S.) features pre-recorded voice messages that provide clients with general and personal income tax information. Clients identify themselves and request information using the keypad of their telephone. T.I.P.S. provides clients with immediate answers to routine questions thereby allowing enquiries officers to concentrate on answering the more challenging questions.
Contact: Darlene Ouellet, Client Services Directorate, (613) 957-2929
In some of the following examples the ways best practices are shared (i.e., face-to-face, on paper or electronically), are best practices themselves (e.g. Citizenship and Immigration's "Maximizing Electronic Mail For Sharing"). In other cases the emphasis is more on a continuous improvement process and the results of the best practices sharing (e.g., Revenue Canada's "Improving Communications Using Best Practices").
21. Maximizing Electronic Mail For Sharing (Citizenship & Immigration)
Virtually all of our approximately 60 overseas and 100 Canadian offices are connected electronically. What has emerged is that managers in these far flung offices have begun, quite spontaneously, to use "E-Mail" to share information and best practices and to broadcast calls for information and assistance to colleagues, 1 or 2 colleagues in some cases or a more general broadcast for help in others. Usage of this practice is increasing because people are seeing the obvious benefits, because they are getting used to networking electronically and also because it makes sense to be seeking assistance and support during these periods of rapid change.
Contact: None. It is like InterNet: self-managing and informal.
22. The IPAC Collection (CCMD)
CCMD is making available the Institute Of Public Administration Of Canada (IPAC) collection of award applications. The several hundred IPAC applications provide information on management practices at all levels of government. The collection is available for viewing at CCMD.
Contacts: Margot Brown, (613) 996-6165, John Dingwall, (613) 995-6019
23. Improving Communications Using Best Practices (Revenue Canada)
Senior management and Revenue Canada's (10,000+) Audit community were looking for ways of improving communications and auditor effectiveness. Each field and HQ office was asked to form a committee of a cross-section of employees to report communication best practices, barriers & recommendations. A report including the best practices was sent to the Audit committees in each office for action. Most practices involved face-to-face contact with opportunities to ask questions, comment, share and develop ideas, see the reaction of others, etc. The leader's role in initiating and sustaining communication processes was stressed. There were many examples of how leaders shared information, held effective meetings (town halls, skip-a-step, team, cross-divisional, etc.), involved staff in problem solving and improving services, championed staff ideas, empowered staff, etc.
Contacts: Barry Paulson, National VECR Committee, (613) 952-7426; Loretta Bemister, National VECR Committee, (604) 666-8557; Marcel Ricard, National VECR Committee, (613) 941-0909
24. Internal Electronic Sharing (Revenue Canada)
Managers, trainers, consultants & team leaders wanted to electronically share the best practices from Revenue Canada's change initiatives.
Lessons Learned:
Contacts: Bruce Lawrence, Corporate Development, (613) 954-6085; Andrée Tremblay-Thomas, Corporate Development, (613) 952-1928
25. Using Newsletters To Share Best Practices (Revenue Canada)
Revenue Canada has many internal newsletters published by district offices, work areas and interest groups. Over half were created during the period of the Administrative Consolidation of Customs and Excise, and of Taxation into one Revenue Canada, and of their respective continuous improvement initiatives. Most include a wide variety of information and the sharing of best practices.
At least one "Talking Newsletter" is produced using the existing telephone system. The system is accessible from either inside or outside the office (many employees work outside the office). Employees dial the telephone number, enter the password, followed by the number of the menu they want, in order to hear a recorded message.
Contact: Francine Chartrand, Corporate Development Division, (613) 954-8230
26. Best Practices Fair (Revenue Canada)
In December 1992, the Customs Programs Branch, Trade Administration committed itself to a new set of operating principles - "to judge ourselves by how well we served our clients, and by how well we treated each other". The ADM challenged employees to turn these principles into reality by starting projects within each work unit that would improve service to the public and the work environment.
Several months later, all employees of the Branch were invited to the "In Search of Excellence" exhibition of Branch exemplary practices to share the results. Over 60 exemplary practices were exhibited in kiosks manned by Branch staff. There was a sense of pride of accomplishment, of sharing, of learning from colleagues; surprise at the ingenuity, creativity and humour in preparing the exhibits; and satisfaction from the variety of service and organizational improvements.
Contact: Tia McEwan, (613) 954-7403
27. Innovation And Quality Exchange (IQE) (Treasury Board Secretariat)
The Treasury Board Secretariat is posting examples on Internet of initiatives of departments, agencies and Crown corporations which significantly raised service levels or lowered costs. Information is presented on total quality management, service standards, activity-based costing, cost reduction, outsourcing, re-engineering, commercialization, etc., along with the names of contact persons to exchange experiences and practices.
Twenty initiatives have already been posted. Initiatives have metrics associated with them. Public sector managers can find out what world class performance is for their business line, as described in the IQE's classification system. Future plans include a news group for dialogue on re-engineering and quality. You can hyperlink to the Innovation and Quality Exchange from the Treasury Board Secretariat's home page located on the World Wide Web at the following address: http://www.tbs-sct.gc.ca/
Contact: Adel Shalaby, Treasury Board Secretariat, (613) 957-2493
28. HR ConnEXions (Treasury Board Secretariat)
HR ConnEXions is an electronic repository of best practices from departments and other parts of the government, submitted by the authors. Over 100 notes were posted in 1991. About another dozen examples were added since. The information is in summary form (one screen), bilingual and provides a contact person's name. We are looking at how to update information and to be part of a larger contemporary electronic sharing of practices.
Contact: Danielle Zierl, Treasury Board Secretariat, (613) 957-3725
29. Interdepartmental Quality Network (IQN) (Treasury Board Secretariat)
Public servants interested in quality, from federal government departments, Crown corporations and agencies, meet the first Thursday of every month to share experiences, practices and common concerns. They get involved in conferences such as the "Quality Learning Event", editing the Transformation bulletin, contributing best practices to the Interdepartmental Quality Exchange (IQE) and other fora, etc. Many were involved in preparing the quality service publications, including this Guide.
Contact: Chris Dodge, Treasury Board Secretariat, (613) 957-2484
30. Transformation Newsletter (Treasury Board Secretariat)
Transformation is a forum for federal employees to exchange ideas about changes, and to share our experiences and approaches in delivering quality services. The first issue - Fall 1995, had articles on "Changing the Corporate Culture", "The Plus Is Putting People First (Health Canada's Learning Centre Plus), "A Few Words From Art Eggleton", "Update on Downsizing", "Sharing Services: Sharing Success" and "Pushing the Envelope for Open Government". Most articles have contacts and tel. / fax numbers.
Contact: Terri Doherty, Treasury Board Secretariat
31. Improving The Employment Situation Of Employment Equity Target Groups (TBS)
A "Best Practices" study was done on the employment of Women, Persons with Disability, and Aboriginal Peoples in a range of Canadian organizations to help the Federal Government improve the employment situation of target groups. Recruitment, training, development, counselling and community support initiatives were documented to provide departments with ideas. A best practices framework was provided to assist departments to design strategies. A "compendium of ideas for managers" was prepared.
Contact: Emmanuel Tsèvi, Treasury Board Secretariat, (613) 952-3053
32. Electronic Registries To Track Progress / Best Practices
Contacts: Susan Smith, (CMHC), (613) 748-2323; Bruce Lawrence, Revenue Canada, (613) 954-6085
33. Continuous Improvement GE-Style (General Electric)[8]
Fortune Magazine described how the GE corporation transforms itself using 3 continuous improvement methodologies - division-size employee "workouts" to get action on key service and organizational issues, "process mapping" by employee teams to reengineer complex processes and "best practices" sharing to accelerate the pace of change.
34. Re-engineering With Love (Corning)[9]
Corning is described as a model to emulate when reengineering and sharing practices. Its initiative began with
setting objectives that included employment protection. Employees and internal facilitators carried out reengineering
using continuous improvement methods. The results were significant process improvements and cost reductions without
major job losses. Another result was greater acceptance and trust of reengineering projects. The sharing of best
practices was an important feature of this methodology.
Do you have a question? Are you starting a project and wonder where to begin?
Help is available from anyone named on the following list. Simply contact the person or persons who look like they could be of help. They will do their best to answer your question, provide you with helpful information or point you in the right direction.
Roman Borowyk Best Practices sharing Citizenship and Immigration (613) 953-3184 John Dingwall Best Practices Sharing CCMD (613) 995-6019 Chris Dodge Director TBS Innovative and Quality (613) 957-2484 Services Pat Griffith Benchmarking TBS (613) 952-8685 Ken Hart Benchmarking Foreign Affairs (613) 996-1435 Nick Heley Benchmarking (Task Transport Canada Analysis) (613) 990-3421 Ted Hitsman Benchmarking TBS (613) 952-3373 Bruce Lawrence Best Practices Sharing, Revenue Canada Benchmarking (613) 954-6085 Grant MacKay Best Practices Sharing PWGSC (819) 956-5048 Adel Shalaby Best Practices Sharing TBS (613) 957-2493 Mike Whitfield Benchmarking Atomic Energy Canada (613) 584-3311 Barbara Wynne-Edwards Benchmarking CCMD (613) 953-4563
Note:
a. Ottawa Benchmarking Forum http://superior.carleton.ca/mtcm/ocmn/ (OCMN, Program and Activities)
b. The American Productivity & Quality Center AND International Benchmarking Clearinghouse (IBC), Texas, http://www.apqc.org/
c. The Benchmarking Exchange (TBE), http://www.benchnet.com/
The examples of Benchmarking and Best Practices Sharing presented here are intended as a modest beginning. The Guide will expand as other departments, agencies and Crown corporations contribute examples. At the risk of sounding like we are pleading for your help - which we are - if you found the present Guide useful, please return the favor by contributing an idea or example, or by adding your name to the list of contacts to call for help. To contribute or to become a contact, please contact any of the following people:
Bruce Lawrence, (613) 954-6085
Adel Shalaby, (613) 957-2493
Mike Whitfield, (613) 584-3311
Note:
These books, articles and references are available through the Management Resource Centre of the Canadian Centre For Management Development, Karen McGrath, (613) 995-6170.
Ivan Blake Environment Canada Roman Borowyk Citizenship and Immigration Ann Ferguson Public Service Commission David Flavell Treasury Board Secretariat David Gnam Solicitor General Sylvia Gold Canadian Centre For Management Development Pat Griffith Treasury Board Secretariat Ken Hart Foreign Affairs Murray Hay Public Works and Government Services Canada Nick Heley Transport Canada Duncan Jamieson Transport Canada Bruce Lawrence Revenue Canada (Team Co-leader) Lise Labelle Environment Canada Grant MacKay Public Works and Government Services Canada Sue Morgan Treasury Board Secretariat Adel Shalaby Treasury Board Secretariat Emmanuel Tsèvi Treasury Board Secretariat Mike Whitfield Atomic Energy Canada (Team Co-leader)
[1]"Quality Services" (9 Guides and An Overview), Treasury Board Secretariat, October 1995.
[2]Mayne, John, Treasury Board Secretariat, Accountability for Program Performance: a Key to Effective Performance Monitoring and Reporting, September, 1994. (Draft)
[3]"Benchmarking", presentation overheads from the International Benchmarking Clearinghouse, p. 4.
[4]"Benchmarking", presentation overheads from the International Benchmarking Clearinghouse, p. 20.
[5]"Survey Shows It Pays to 'Borrow' and Implement the Best Service Practices", Coopers and Lybrand Consulting Centre for Excellence in Customer Satisfaction, The Lakewood Report, August 1995, p. 7, 8.
[6] For strategies and performance indicators, please refer to "Quality Services", Guide VIII: Benchmarking and Best Practices", Treasury Board Secretariat, October, 1995.
[7] Shepherdson, David, "Meeting The Challenge", CCMD, p. 21, 22
[8] "GE keeps those ideas coming", Fortune, August 12, 1991, p. 40-45.
[9]"Re-engineering With Love", The Economist, September
9th-15th, 1995, p. 69.