Service Transformation in the Government of

Canada

Presentation to the International Consortium on Governmental

Financial Management (ICGFM)

Ken CochraneChief Information Officer of the Government of Canada

RDIMS:

May 21, 2007

2

Canada - An overview Demographics

Population of 31 million 2 official languages Mixture of rural & urban – 77% live

in cities and towns

Geography 9,984,670 square kilometres 6 time zones

Three Levels of Government Federal (126 departments and agencies) Provincial / territorial (13) Municipal (more than 5000)

Canadians are among the most connected in the World

3

Management in Government

Strategic Objective

Areas of Focus

KeyEnablers

Management ExcellenceGovernment is well managed and accountable and

resources are allocated to achieve results

Management ExcellenceGovernment is well managed and accountable and

resources are allocated to achieve results

ManagementOversight

ManagementOversight

ExpenditureManagement

ExpenditureManagement

Service Transformation Service Transformation

Public Service RenewalPublic Service Renewal

4

Scope of Federal CIO

Research and Analysis

Accessibility

Fed / Prov & International Cooperation

Enterprise Architecture

Community Development

Oversight

Policy Development & Compliance Management

IM IT Security Privacy ATI Service

5

Better Management: “Acting as One”

Aligned

Shared

Common

Today Tomorrow

The Change Levers.

Unaligned

Policies

Shared Service Providers

Enterprise focus andalignment

Investments

6

How Does the Federal CIOGet Things Done

• Policies

• Management Accountability Framework (MAF)

• Project Oversight

• TB Submissions

• Community Engagement

16CONFIDENCE OF THE QUEEN’S PRIVY COUNCIL

OutcomesManagementOutcomes

Management

ThirdParty

Reviews

ThirdParty

Reviews

CapacityDevelopment

CapacityDevelopment

CommunityOf

Practice

CommunityOf

Practice

CapacityAssessments

CapacityAssessments

ProjectManagementDisciplines

ProjectManagementDisciplines

New Enhanced Management Framework

BusinessCases

BusinessCases

TBS& Deptl

Oversight

TBS& Deptl

Oversight

Investment and

Project Mgmt

Policies

Investment and

Project Mgmt

Policies

Improved Guidance and

Oversight for IT-enabled Initiatives

Stronger GC Focuson Investment Lifecycle,

Risks & Benefit Realization

7

Evolution of the Service Agenda

GoC Service Transformation

Initiatives

GOL launched (1999)

GOL launched (1999)

Service Improvement Initiative (2000)

Service Improvement Initiative (2000)

Service Visions & 1st ST Initiatives (2004)Service Visions & 1st ST Initiatives (2004)

Service Canada (2005)

Service Canada (2005)

GOL & SII Sunset (2006)

GOL & SII Sunset (2006)

Serv

ice M

atu

rity

Time

1st Wave to IT-SSOStarts (2005-2006)1st Wave to IT-SSOStarts (2005-2006)

TBS studies shared services (2001-02)

TBS studies shared services (2001-02)

CISD recommendations to Ministers (2003-04)

CISD recommendations to Ministers (2003-04)

Expenditure Review (2004)

Expenditure Review (2004)

In-depth CASS analysis (2005)In-depth CASS analysis (2005)

8

Government On-Line &Service Improvement Initiative

GO

L

TIME

Tier ThreeSeamless

Government

Tier Two Federal Electronic

Service Delivery

Tier OneOn-line Presence

2006

Phase Two All departments measure client

satisfaction & plan improvements

Phase OneSII guidelines in lead

Departments and Agencies

Phase Three Annual reporting

& progress towards 10% goal

1999

SII

9

Government On-Line:

• One pillar of Connecting Canadians

• In partnership with 32 departments/agencies

GOL and SII have been GC priorities

SmartCommunities

CanadaOnline

ElectronicCommerce

GovernmentOn-Line

ConnectingCanada tothe World

CanadianContentOnline

• Speech from the Throne (October 1999): “…to be known around the world as the government most connected to its citizens, with Canadians able to access all government information and services on-line…”

• SII was a key component of Results for Canadians and committed the government to achieve a significant, quantifiable improvement in client satisfaction

10

Government On-Line• 130 most-commonly used services on-line • One-stop access on the Internet through Canada Site and

topic / client gateways and portals• 100+ funded projects which joined-up services at various

levels of government: BizPal, My Account, Seniors On-Line

• The statistics are impressive… 86% of Canadian Internet users feel that the Internet has made

it easier to find information about government programs and services

74% of Canadian Internet users had visited a Government of Canada Web site in the past 12 months

90% of Canadians think federal government websites are as good or better than the private sector

The result … Canada is an international leader in eGovernment and service delivery• Canada ranked #1 in Accenture’s annual ranking of eGovernment efforts among 22 countries for

5 years in a row (from 2001 to 2005)• Consistently at or near the top of international eGovernment assessments• 2006 Finalist for UN Public Service Award

11

A Strong Foundation in Research

Research Reports available at:www.iccs-isac.org

12

Government of Canada Internet Panel

In existence since 2001

50,000+ Canadian Internet users

Collaborative research using latest technology to connect with Canadians – leverage research dollars/reduce duplication of effort

Managed by TBS…but sometimes co-funded

Accenture called the Panel

“INNOVATIVE” (2003)

GOALAssemble representative panel of Canadian Internet users for

feedback on service delivery, policy and program issues.

13

Using the Panel

Communications/Concepts

WHAT WE TEST

Web Sites

Programs/Policies

Traditional research

A touch of innovation

+

14

… and making a difference for citizens

The Government of Canada has Achieved a 12% Improvement

in Citizen SatisfactionCompared to Citizens First 1998

60 6164 67

20

30

40

50

60

70

80

1998 2000 2002 2005Se

rvic

e Q

ual

ity

Sc

ale

(0-

100

)

©ICCS-ISAC 2005

(18 Core Services)

15

Service Transformation and Democratic Citizenship

Each service experienceis a moment of truth

Strengthens or weakensconfidence in public institutions and democraticcitizenship

Both the challenge and theglory: improving service delivery in the public sector

16

The Public Sector Value Chain*

Modern and Transformed Government

Strong services internally and externally contributeto confidence in the public service

Engaged &

Supported Employees

Internal Services

External Services

Trust&

Confidence

CitizenService

Satisfaction

*Heintzman and Marson 2003

17

Citizen Trust &

Confidence In

Public Institutions

Citizen/Client

Service

Satisfaction

Employee

Engagement

DRIVERS OF

PERFORMANCE

DRIVERS OF

PERFORMANCE

DRIVERS OF

PERFORMANCE

© Heintzman and Marson 2006

The Public Sector Service Value Chain

18

Identified Drivers of Employee Satisfaction and Commitment

Engaged and Supported Employees

WorkEnvironment

Goals &Mandate

Leadership &Management

Workload

ToolsTo do job

Career Development

19

Identified Drivers of Service Satisfaction

These satisfaction drivers and their relative importance are consistent with those found in previous Citizens First Studies

Knowledge

Fairness

Extra Mile

Outcome

Timeliness

Citizens First 4

CLIENT SATISFACTION

©ICCS-ISAC 2005

20

Identified Drivers of Trust and Confidence in the Public Service

CONFIDENCE In Public Service

Strong services contribute to confidence in the public service

Strong services

Benefits to citizens

Equal & ethical

treatment

Strong leadership & management

Citizens First 4

©ICCS-ISAC 2005

21

Continuing our Transformation Journey

Celebrate

Leverage

Success

and

Assets

GOLGOL

& &

SIISII

To To

strengthestrengthen resultsn results

Equipped to tackle successfully new Equipped to tackle successfully new transformation challengestransformation challenges

GoC Service GoC Service Transformation Transformation

InitiativesInitiatives

22

What does a Modern / Transformed Government Look Like?

• Acts as One

• Aligned

• Interoperates

• Citizen-Centric

• Focused on Core Business

• Easy to Work In

• Easy to Work With

5Better Management Through“Acting as One”

Aligned

Shared

Common

TodayTomorrow

“Acting as One”

The Change levers.

Unaligned

Enterprise policies, standards, directives, etc

Common and Shared Service Providers

Enterprise focus andalignment

Enterpriseinvestment decisions

3

Management in Government

Strategic Objective

Areas of Focus

KeyEnablers

Management ExcellenceGovernment is well managed and accountable and

resources are allocated to achieve results

Management ExcellenceGovernment is well managed and accountable and

resources are allocated to achieve results

ManagementOversight

ManagementOversight

ExpenditureManagementExpenditureManagement

Service TransformationService Transformation

Public Service RenewalPublic Service Renewal

23

Lessons Learned

Key Lessons Learned

Leadership,

Governance and

Accountability*

Citizen’s

involvementFunding

and

Sustainability*

Project

Management

Organizational

Readiness

(HR Capacity)

Partnership

Inter-Jurisdictional and International

Collaboration

Risk

Management

Performance

and

Measurement

Take-up &

Adoption*

* Areas to focus to advance greater service transformation

24

What was unique about GOL?

Public OpinionResearch

CrossJurisdictions

Setting of and Measurement of

Targets

Whole of Gov’t Citizen Centric

BizPaL

25

Where are we going?

Policy SuiteRenewal

Grants & Contributions

Identity Management

Public ServiceValue Chain

Service Transformation

MODERNIZE MAINTAIN

TRANSFORM

Increase program and service delivery capability

Prevent productivity loss

and asset deterioration

Process and asset

utilization improvement

Engaged &

Supported Employees

Internal Services

External Services

Trust&

Confidence

CitizenService

Satisfaction

SECURITYCONTEXT

SERVICE DELIVERY

CONTEXT

IDENTITYMANAGEME

NT

• International requirements

• Identity proving• Authentication• PKI

• Biometrics• Standards• National Security and

Government Security Policy

• Privacy• Common and

Shared Services• Service

Transformation

• Document Integrity• Multi-Jurisdictional

Services• Unique Identifiers

14 DIRECTIVES18 STANDARDS3 GUIDELINES

15 DIR

ECTIVES

1 STANDARDS

21 GUID

ELINES

Peopl

e

Fram

ework

6 POLICIES

FinancialManagementFramework

3POLICIES

8DIRECTIVES

1STANDARD

15GUIDELINES

7 DIRECTIVES7 STANDARDS2 GUIDELINES

6 POLICIES

Assets &Acquired Services

Framework

OfficialLanguagesFramework

3 POLICIES

9 DIRECTIVES

2 STANDARDS

5 GUIDELINES

5 POLICIES

Governance and Expenditure

Management Framework

CompensationFramework

4 Policieslinked to

FoundationFramework

PROPOSED SET OF TB POLICY

INSTRUMENTS

M other Of AllFoundation

F ramework

Values and EthicsCode for the Public

Service

12 Polic

ies

7 DIRECTIVES

4 POLICIES

1POLICY

ServiceFramework

Information andTechnologyFramework

5 DIR

ECTIVES

22 STANDARDS

BUSINESS CHALLENGES

RECIPIENTSSERVICES

PROCESSESRULESDATA

SUBJECTMATTEREXPERTS

G & G Program Resources

Input from Blue Ribbon Panel

Path

find

ers(18 m

on

ths)

Program of Change

(5 – 7 Years)

Service Transformation in the Government of

Canada

Presentation to the International Consortium on Governmental

Financial Management (ICGFM)

Ken CochraneChief Information Officer of the Government of Canada

RDIMS:

May 21, 2007