November 13, 2003CMT Day
1Kate Johnston
Corporate Projects ConsultantHalton Region
CMT: The Halton Experience
November 13, 2003CMT Day
2Kate Johnston
Corporate Projects ConsultantHalton Region
Presentation Outline
• Halton in Context• Objectives of Study• Halton’s Approach• Benchmarking Experiences• Implications for Halton• Key Take-Aways
November 13, 2003CMT Day
3Kate Johnston
Corporate Projects ConsultantHalton Region
Halton Region
November 13, 2003CMT Day
4Kate Johnston
Corporate Projects ConsultantHalton Region
Halton In Context
• 1700 employees
• Wide range of services
• 70,000 telephone inquiries per month
• Receives inquiries on all government services
• Implementing corporate customer service transformation project
November 13, 2003CMT Day
5Kate Johnston
Corporate Projects ConsultantHalton Region
Study Objectives
• Assessment of public awareness of regional services
• Evaluation of customer service performance• Benchmark performance
– Over time– Vis-a-vis other organizations
• Determine opportunities for improvement• Assessment of citizens’ actual and preferred
communication channels
November 13, 2003CMT Day
6Kate Johnston
Corporate Projects ConsultantHalton Region
Rationale for Using CMT
• Opportunities for benchmarking
• Contribute to public sector’s knowledge base
November 13, 2003CMT Day
7Kate Johnston
Corporate Projects ConsultantHalton Region
Halton’s Approach
• Developed terms of reference (Dec ‘02)
• Hired public opinion polling firm (Feb ‘03)
• Confirmed survey methodology (Feb ‘03)
• Developed survey instrument (Mar-Apr ‘03)
November 13, 2003CMT Day
8Kate Johnston
Corporate Projects ConsultantHalton Region
Halton’s Approach (cont’d)
• Executed survey (May ’03)
• Analyzed and reported results (June-Sept ’03)
• Assessed implications to customer service strategy (July ’03)
November 13, 2003CMT Day
9Kate Johnston
Corporate Projects ConsultantHalton Region
Survey Methodology
• 15-20 minute telephone survey
• Conducted May 1-14, 2003
• 804 residents weighted by municipality
• Included six core CMT questions plus three additional CMT questions
• CMT questions directed to “users”
November 13, 2003CMT Day
10Kate Johnston
Corporate Projects ConsultantHalton Region
Survey Design
• Questions pertaining to:– Public priorities– Awareness of local service delivery– Satisfaction with quality of life– Satisfaction with Halton Region government– Satisfaction with specific services– Information sources
November 13, 2003CMT Day
11Kate Johnston
Corporate Projects ConsultantHalton Region
CMT Questions Used
• How satisfied were you with the overall quality of service delivery?
• Overall, how satisfied were you with the accessibility of the service/product?
• In the end, did you get what you needed?
November 13, 2003CMT Day
12Kate Johnston
Corporate Projects ConsultantHalton Region
CMT Questions Used (cont’d)
• I was treated fairly? (agree/disagree)
• Staff went the extra mile to make sure I got what I needed? (agree/disagree)
• Staff were knowledgeable and competent. (agree/disagree)
November 13, 2003CMT Day
13Kate Johnston
Corporate Projects ConsultantHalton Region
CMT Questions Used (cont’d)
• Staff were courteous. (agree/disagree)
• The hours of service were convenient. (agree/disagree)
• The office was conveniently located (agree/disagree)
November 13, 2003CMT Day
14Kate Johnston
Corporate Projects ConsultantHalton Region
Benchmarking Experiences
With CMT:• ICCS feedback on survey instrument is critical• Finding ‘good’ comparators today is problematic
– Different services
– Different levels of government
– Different service channels
• Comparisons still valuable• Potential for future benchmarking
November 13, 2003CMT Day
15Kate Johnston
Corporate Projects ConsultantHalton Region
Benchmarking Experiences (cont’d)
With Environics:
• Different measurement scales (4 pt vs. 5 pt)
• Finding ‘good’ comparators still problematic
November 13, 2003CMT Day
16Kate Johnston
Corporate Projects ConsultantHalton Region
Implications for Halton
• Confirms Halton’s customer service strategy
• Points to areas requiring further attention• Location
• Hours of operation
• “going the extra mile”
• Auto attendant
• Strategy enhanced to reflect findings
November 13, 2003CMT Day
17Kate Johnston
Corporate Projects ConsultantHalton Region
Key Take-Aways
• Hire reputable firm to assist
• Ensure firm is flexible
• Allow sufficient time for survey development
• Watch for ‘don’t know’ responses
November 13, 2003CMT Day
18Kate Johnston
Corporate Projects ConsultantHalton Region
Key Take-Aways(cont’d)
• CMT benchmarking opportunities may not be immediate
• Other benchmarking vehicles were problematic
• CMT tool offers best potential
November 13, 2003CMT Day
19Kate Johnston
Corporate Projects ConsultantHalton Region
Questions & Discussion
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