Veterans Affairs Canada

1. Veterans Affairs Canada A Client Centred Service Approach 2003

2. Service Improvement InitiativeGlobal Objectives • Achieve a minimum 10% increase in client satisfaction on specific service elements by 2005; • Develop a multi-year Service Improvement Plan based on survey results and service priorities defined by clients; • Strengthen accountability for service improvement results; and • Instill a culture of continuous service improvement.

3. VAC’s Approach to Continuous Service Improvement • Conducted a National Client Satisfaction Survey in June 2001 • Examined 23 service elements on Access to Service, Communications, and Services Offered by Staff • Using Survey Results, identified Primary and Secondary Opportunities for Service Improvement • Developed and Implemented a Departmental Service Improvement Plan (200+ Initiatives) • Conducted a follow-up Survey in May 2003 • Continue to monitor progress and modify the Service Improvement Plan as required.

4. VAC National Client Satisfaction Survey 2003 Clients having contact with VAC 6 months prior to the survey • 559 Veterans from WWI, WWII & the Korean War • 401 Survivors • 487 Canadian Forces Members Who? Measured client satisfaction on the same service elements as the 2001 survey • 2003 Survey also contained extra questions on BPA Services, Commemoration, and GOL What? Where? Clients disbursed geographically across five regions When? Conducted between April and May 2003 How? 1,447 telephone interviews (4% completed by proxy)

6. Overall Level of Satisfaction 2001 Survey 2003 Survey 2%↑ Total Clients War Veterans 1%↑ Survivors 2%↑ Canadian Forces Veterans/Clients 8%↑ Margin of Error is +/- 2.8 percentage points, 95% of the time. Margin of Error is +/- 2.6 percentage points, 95% of the time. Due to rounding of figures, some results do not yield a total of 100%.

7. Overall Level of SatisfactionRegional Perspective 2001 Survey 2003 Survey 2%↑ VAC 1%↓ Pacific 2%↑ Prairie 3%↓ Ontario 9%↑ Quebec 6%↑ Atlantic * The margin of error increases when groups of clients are separated from the total sample (i.e. for the regional perspective, the margin of error increases to +/- 5.8%, 95% of the time).

8. 23 Service Drivers by Category Level of Satisfaction 2003

9. Official language of choice (97%) (97%) = Courtesy of staff (96%) (96%) = Respect and dignity given to clients (95%) (95%) = Clarity of verbal communication (95%) (96%) 1%↑ Protection of privacy/confidentiality (94%) (95%) 1%↑ of information Hours of service (93%) (90%) 3%↓ Ease of access to buildings (92%) (89%) 3%↓ Clarity of written communications (92%) (89%) 3%↓ Highest Satisfaction Ratings (87%>) 2001 2003 Variance

10. Location (91%) (89%) 2%↓ Methods of contact available (90%) (89%) 1%↓ Helpfulness & willingness to (90%) (91%) 1%↑ go the extra mile Fair and equitable treatment (89%) (90%) 1%↑ Staff knowledge on programs (83%) (89%) 6%↑ and services Sensitivity of staff to issues (86%) (87%) 1%↑ facing Canadian Forces Members Highest Satisfaction Ratings (87%>) 2001 2003 Variance

11. Lowest Satisfaction Ratings (< 87%) 2001 2003 Variance • Waiting time to receive a written decision (70%) (70%) = • Waiting time on the telephone (79%) (81%) 2%↑ • Parking (79%) (70%) 9%↓ • Ease in finding information (78%) (80%) 2%↑ on programs and services • Information on applying for/ or accessing (82%) (84%) 2%↑ a benefit or service • Time to wait for an appointment (85%) (83%)2%↓ • Ease of access by telephone (89%) (84%)5%↓ • Questions being answered (85%) (86%)1%↑ • Signs and directions to office locations (87%) (86%)1%↓

12. Level of SatisfactionAccess to Services (Total Respondents) * Level of importance/priority ascribed by Respondents to the service element

13. Level of SatisfactionCommunications (Total Respondents) * Level of importance/priority ascribed by Respondents to the service element

14. Level of SatisfactionService Offered by Staff (Total Respondents) * Level of importance/priority ascribed by Respondents to the service element

15. Examples of Service Improvement Canadian Forces Veterans/Clients • Action taken to achieve results: • Integrated Service Delivery Framework • - Strong VAC presence at 17 CF locations across the country • - Interdisciplinary Client Service Teams. • Seniors Canada On-line. • “Salute” - Quarterly Newsletter reaching more than 200,000 clients.

16. Examples of Service Improvement Staff Knowledge of Programs and Services • Action taken to achieve results: • National Training Programs and structured Orientation for new staff, and as well as • for employees changing positions. • Specialized training offered in the following areas: • Post-Traumatic Stress Disorder; • Dementia Care; • Vocational Rehabilitation; and • Crisis Management.

17. Examples of Service Improvement Commemoration Program and Activities • Action taken to achieve results: • Established a Prairie Advisory Council with members from Veterans’ Organizations. • Strengthened relationships with stakeholders groups through Liaison Committees. • All employees involved in commemorative activities during the year. • Established Interdepartmental Committees to better coordinate federal, provincial, • and municipal services.

18. Overall, to what extent do VAC programs and services meet your needs? (72) (77) (59) (69)

19. Overall, would you say that over the last 12 months the quality of service provided by Veterans Affairs has :

20. Primary Service Improvement Opportunities Service Elements20012003 • Waiting time for a written response √ √ • Ease in finding information on programs and services √ • Information on applying for/ or assessing a √ √ • benefit or service • 4. Staff knowledge of programs and services √ • Questions being answered √ √ • Staff sensitivity to issues facing Members √ √ • of the Canadian Forces • 7. Waiting time for an appointment √ √

21. Secondary Service Improvement Opportunities Service Elements20012003 • Fair and equitable treatment √ √ • Helpfulness and willingness to go √ √ • the extra mile • Clear written communication (letters, √ √ • forms, etc.) • Respect and dignity given √ • 5. Staff knowledge of programs and services √

22. VAC’s Philosophy Service Improvement is Everyone’s Responsibility! Deputy Minister Management Accountability Framework Departmental ManagersPerformance Contracts Departmental Employees Performance Appraisals Clear Accountability is a critical component to continuous service improvement. Through Through Through

23. VAC’s Quality of Service 2001 Highlights • 49% of respondents rate VAC’s service superior to other government departments; 3% say service is inferior. • 55% of respondents rate VAC’s service superior to other government departments; 3% say service is inferior. 2003 Highlights

24. Next Steps • Continue to evaluate the 2003 Survey Results relative to where we are now and where we want to be in 2005; 2. Reaffirm and/or adjust the focus of VAC’s Service Improvement activities; 3. Revise VAC’s published Service Standards; 4. Monitor and report performance relative to Service Improvement activities – linking Performance to Performance Contracts; 5. Communicate progress to Parliament via Report on Plans and Priorities and the Departmental Performance Report; and 6. Continue to make Service Improvement a priority within Veterans Affairs Canada.

25. For Further Information Contact: Ron Labbé Regional Director, Client Services Regional Client Services Prairie Regional Office, Winnipeg phone: (204) 983-4162 fax: (204) 983-1736 email: ron.labbe@vac-acc.gc.ca