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Proactive disclosure Print version   | |  Guidelines for Client Satisfaction Measurement Activity 1. Introduction
Purpose Client satisfaction is integral to ESS performance objectives and outcomes. This document is intended as a reference and resource tool to support client satisfaction measurement (CSM) activity throughout ESS. In addition to providing guidance to those engaged in CSM activity, the information contained in this document responds to several important needs which were highlighted by an external Sector-wide review of CSM initiatives conducted on behalf of the International Division (Assessment of ESS Client Satisfaction Measurement Initiatives, March 1998).
These include:
Context Feedback from clients is essential to the goal of delivering programs, products, and services efficiently and effectively. But CSM activities are not ends in themselves; they are a means to achieve product or service improvement. In today's demanding environment, it is important to not only measure and report on how satisfied clients are with a particular product or service, but also to seek to identify gaps* between levels of satisfaction and client expectations and priorities. Furthermore, since client interests are likely to change over time, they must be continually monitored to ensure that appropriate levels of satisfaction and approval are maintained. Of course, the ability to measure, monitor, and improve client satisfaction in today's public sector is constrained somewhat by a number of important factors, including: shrinking resources (despite increasing demands for better quality service) and competing stakeholder interests. Given these (and other) constraints, the focus of CSM activity should be on maximizing levels of client satisfaction within your own operational environment.
Roles and Responsibilities In a broad sense, client satisfaction is everyone's responsibility because each of us serves a client. However, various groups within ESS have particular roles to play in the CSM activity. These groups include:
Furthermore, several groups external to ESS have responsibility over client satisfaction measurement activity. A brief summary of the roles and responsibilities of each is provided below.
NRCan Communications Branch is a source of technical and process expertise for both qualitative and quantitative research. In addition to the annual research plan, the Branch is responsible for: management of selected corporate studies and surveys, advice and consultation; and, guidelines on public opinion research (see Selected Bibliography). NRCan Audit and Evaluation is responsible for assessing key programs and initiatives (including those related to client/stakeholder satisfaction such as service standards) to ensure efficiency, effectiveness and accountability. It provides managers with objective feedback on the performance and/or relevance of their programs. Communications Coordination Services Branch is a part of PWGSC and oversees public opinion research activity across the federal government. It approves and registers studies, advises on survey design and methodology, provides contracting advice and support. NRCan Access to Information and Privacy (ATIP) Secretariat administers Treasury Board policy on information collection. Treasury Board Secretariat establishes policies, coordinates and promotes the development of standards and guidelines for quality service throughout the federal government. * Note: Throughout the body of the text, terms that have specialized meaning from a market research standpoint appear in italics. These terms are defined in the glossary at the end of this document (Appendix C).
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