Almost two decades after the introduction of the Common Measurements Tool (CMT), it continues to be used by an ever increasing number of organizations. By 2010, it was already being employed by all tiers of government and throughout all regions of Canada. Furthermore, the use of the tool has been licensed to several jurisdictions across the globe including Australia, Kenya, Namibia, New Zealand, Singapore, and the United Arab Emirates. ICCS, the custodian of the tool, is being contacted on an ongoing basis by potential new users with requests for information about the CMT and Benchmarking Service.
While the original purpose of the CMT was for the operational use of organizations wishing to improve service to their clients, the succeeding years have shown that the role played by the instrument was to exceed its original purpose. Organizations have used it successfully in many different ways and applied it to various service delivery environments.
As the CMT is being used across Canada and around the world, various
organizations position it differently in the context of their service
improvement strategies. The following case studies provide a glimpse
at how the tool is implemented and how it fits within broader
strategies of organizations from different tiers of government both in
and outside Canada.
Federal departments and agencies have been among the earliest users of the CMT and ICCS Benchmarking Service. Treasury Board of Canada has included the use of the tool in the framework of its Service Improvement Initiative. Due to its presence across various communities throughout the country and its consistent use of the tool as part of its service improvement solution, the Royal Canadian Mounted Police (RCMP) serves as a prominent example of CMT implementation at the federal level.
In Ontario, the CMT is being used by various departments and agencies of the Government of Ontario as well as by independent, publicly funded organizations. The tool is an important element of Ontario’s performance management system and its use is recommended under the OPS Service Directive. The following case study illustrates the use of the CMT in Ontario’s non-profit sector.
As the use of the CMT was on the rise in Canada, the rest of the world began to take notice. As a result, there is now a growing interest in creating a forum for CMT users to exchange thoughts and ideas relating to the tool and its use. This is all the more crucial as each jurisdiction is taking its own unique approach to integrating the CMT into its overall service improvement strategies and is able to provide other jurisdictions with invaluable insights relating to its experience. New Zealand is an example of one such jurisdiction that has taken its own unique approach to implementing the CMT. The New Zealand Police, an early user of the tool in the country, illustrates one of the ways in which the tool can be employed.