CMT Case Studies
Veterans Affairs Canada
Introduction
The mission of Veterans Affairs Canada (VAC) is to provide exemplary, client-centred services and benefits that respond to the needs of veterans, other clients, and their families, in recognition of their services to Canada; and to keep the memory of their achievements and sacrifices alive for all Canadians. In pursuit of this mission, and as part of the Government of Canada's commitment to deliver public services in a citizen-centred manner, VAC undertook client satisfaction surveys in 2001 and 2003.
Objective of Survey
The purpose of the surveys were three-fold:
- To establish current and reliable baseline data on the level of clients satisfaction with programs and services;
- To measure progress over time; and
- To identify clients expectations and priorities for service improvement.
Specifically, the surveys measured the following elements:
- Methods used to contact VAC and ease of contact
- Preferred methods to contact VAC
- Levels of satisfaction and importance ascribed to:
- 10 drivers of satisfaction related to access to services
- 6 drivers of satisfaction related to communications on programs and services received or sought by clients
- 8 drivers of satisfaction related to service offered by staff
- Overall levels of satisfaction:
- with programs and services offered by VAC
- with Commemoration programs and activities
In measuring these elements, three distinct groups of clients were identified:
- War Veterans
- Canadian Forces Members
- Survivors
Only clients who were in contact with VAC during the six-month period prior to each survey were represented in the study. The surveys were both administered over the telephone.
Analysis
Veterans Affairs Canada chose to use the Common Measurements Tool (CMT), recognizing that it would permit them to benchmark satisfaction results over time and compare their progress with other public-sector organizations using the CMT.
VAC also wanted to take advantage of the way the CMT questions are structured to facilitate the identification of service improvement opportunities. For example, using the CMT's five-point scale, respondents were asked to rate how satisfied they were with various service elements such as timeliness and fairness. Respondents were then asked to rate the level of importance they attributed to each of these elements. By asking about the respondent's experience (satisfaction) as well as the importance they attribute to each service element, VAC was able to use a Satisfaction Gap Analysis to identify potential priorities for improvement. A satisfaction gap occurs when clients rate their satisfaction with a service element lower than they rate the importance of that service element: the stronger the deficit, the greater the satisfaction gap.
Building on this analysis, VAC used the satisfaction and importance scores to undertake a Quadrant or Matrix Analysis, and identify priorities for improvement. Those service elements that produced higher than average importance scores but lower than average satisfaction scores (top left quadrant) were deemed to be primary service improvement opportunities.
Taken together, in 2001 VAC's analysis identified the following primary and secondary service improvement opportunities:
Primary Service Improvement Opportunities
- Waiting time to receive a written decision
- Ease in finding information on programs and services
- Information on applying for or accessing a benefit or service
- Staff knowledge of programs and services for War Veterans and Canadian Forces Veterans, clients and survivors
- Clients' questions being answered
- Time to wait on the telephone
- Staff sensitivity to issues facing Canadian Forces Veterans and clients
- Waiting time for an appointment
Secondary Service Improvement Opportunities
- Fair and equitable treatment
- Helpfulness and willingness to go the extra mile
- Clear written communication (letters, forms, etc)
- Respect and dignity given
- Protection of privacy and confidentiality of information
Outside of these priorities for improvement, VAC also noted that one of their three client groups was considerably less satisfied than the other two. While overall 85% of VAC clients were satisfied or very satisfied with the services they received, only 72% of their Canadian Forces clients were either satisfied or very satisfied.
Taking Action
Based on the results of their 2001 client survey, VAC developed a service improvement plan focused on their primary and secondary service improvement opportunities. For example, to address the relative dissatisfaction of Canadian Forces clients, VAC established a presence on Canadian Forces bases across the country. Similarly, to address the perceived need to increase staff knowledge about VAC programs, a new training program was designed and implemented.
In May 2003, a second client satisfaction survey was conducted, evaluating the past two-year period, and the results showed an overall improvement in client satisfaction of 2%, to 87%. More importantly, the survey also demonstrated a significant increase in the satisfaction of Canadian Forces personnel, jumping from 72% to 80% in a very short period of time. While improvements were evident in many areas, progress was less clear in other priority areas, leaving VAC with ample room for their next service improvement plan.
