Taking Care of Business
Insights into service delivery
By Roda McInnis Contractor
Consistent with its mission to promote high levels of citizen and client satisfaction with
public sector service delivery, the Institute for Citizen-Centred Service has produced
Taking Care of Business 2, the second in a series of leading-edge research initiatives
specifi cally focused on Canadian business. It identifi es key drivers of satisfaction and
gives managers the information needed to improve service delivery. The study was
commissioned by a consortium of 15 public sector organizations, coordinated by the
Institute and carried out by ERIN Research.
Federal, provincial/territorial and municipal governments across Canada are increasingly using a “citizen-centred” or “client-centred” perspective with respect to the delivery of public services, making services easier to access while improving the quality of the delivery experience. The first Taking Care of Business
report, published in 2004, was modeled on the Citizens First series of studies, which reported on citizens’ views of government service delivery. The business study drew on the perspectives of 6,000 businesses and started the first analysis of drivers of satisfaction for business clients receiving government services.
Taking Care of Business 2, conducted in 2006-2007, is the second pan-Canadian survey of business clients. It takes the analysis considerably further, providing groundbreaking insights into business clients’ drivers of satisfaction.
Business essentials
The study found that 87% of businesses agree with the proposition that “good service from government is essential to a healthy business climate.” While the focus of the study was on small and medium-sized businesses, results held for all businesses in every economic sector in all regions of Canada. The research also explored the value that governments provide to business by investigating three value propositions: value for tax dollars; openness and accountability of government and the extent to which government, policies create a level playing fi eld. Businesses’ ratings of these were relatively low, ranging from an average of 42 to 47 on a 100-point scale.
The research explored the potential effects of three factors on confidence in public institutions. The study found that to the extent that businesses perceive that they have good access, that government helps level the playing field and that service quality is good, confidence in public institutions increases. Conversely, if any or all of these are negatively perceived, confidence drops.
Improving quality
The study obtained service quality ratings for 47 government services. The overall trend is upward: the average rating across all services is currently 65 out of 100, which is significantly higher than the 61 rating from the 2003 survey (Figure 1). Citizens’ perceptions, tracked in four iterations of Citizens First from 1998 to 2005, show a steady upward trend. A parallel trend at the business level is consistent with this result. Business clients also experience government service as citizens – especially true of small business owners. If citizens experience an improvement in quality, then businesses are likely
to experience this as well.
Improvement needed
Access to government services and information continues to require attention. When business clients were asked whether they agreed with the statement, “I can easily access any government service that I need for my business,” the average response was 55 out of 100. In response to, “I can easily access the information I need to comply with government regulations,” the average was 59.
Only about one-third of clients (35%) reported problem- free access during a recent service experience, while the majority encountered one or more difficulties (Figure 2).Indeed, more than one-quarter reported four or more access problems, which suggests that access is a real impediment to service for many business clients. General access problems included: the process was too complicated/too much red tape; incorrect or conflicting information; not knowing where to get the information; and, problems setting up/using an authentication process.
Clients with no access problems reported an average satisfaction of 81 on a 100-point scale; each access problem caused a substantial drop in satisfaction (Figure 3). Removing barriers to access will help many service providers improve client satisfaction.
Service expectations
The study found that the business community and citizens have largely similar expectations for the timeliness of service in most service delivery channels – telephone, inperson, voicemail, e-mail, and
fax. Businesses, however, tend to expect a faster turnaround than citizens from surface mail. For phone service, they expect that if the first person they talk to cannot handle their call, the second person
should (Figure 4). Very few clients will accept a transfer to a third person and almostnone expect to deal with more than three government employees. This research signalsa need to ensure high levels of knowledge among staff both in terms of their ability to deal directly with callers and to know who to refer them to when they cannot.
Improving contact
The first Taking Care of Business found five recurring drivers of satisfaction for clients across a broad range of services: communication of information; minimizing burden; ensuring fair treatment; achieving the desired outcome when possible; and providing timely service. Taking Care of Business 2 examined those drivers for business clients in three major service delivery channels: mail, email and fax services; internet services; and person-to-person services (telephone, front counter, and on-site visits such as inspections and audits). Just one driver – timely service – was constant across all channels. This suggests that making service faster is a major element in improving business clients’ satisfaction.
The study found that the largest group of business clients at some point in their service experienced personto- person contact with a government official (72%). Therefore, examining the drivers of satisfaction for this group is important. Five drivers account for the majority of variance in client satisfaction with staff contact – timeliness, staff going the extra mile, being treated fairly, having knowledgeable staff, and getting the outcome needed. In terms of the actual service experience, however, business clients gave a relatively low average rating of 52 out of 100 for timeliness for services with person-to-person contact. This reinforces the importance of timeliness as a key starting point for service improvement strategies.
The basis for action
Clearly governments have been listening to, and learning from, citizens and clients on how they would like to see service delivery improved. This helps build a culture of citizen- centred service grounded
in action-oriented research. Looking ahead, thanks to Taking Care of Business 2, public sector managers now have additional empirical data and insights to help them further improve services to the benefit
of their business clients. Ultimately, the research indicates these service improvements will contribute to building a stronger economy and will enhance business clients’ trust and confidence in public institutions.