People Serving People National Joint Council Seminar 2011 Moncton, NB

2  Achieving Service Excellence  Examples of Results  Methodology  Panel Presentation Outline Stakeholders Users Taxpayers Continual Improvement Balance Citizens Employees

33 Service Canada: Who We Are  Government of Canada's easy-to-access, single- window service delivery network  Employs 18,000 people in over 600 points of service across Canada  Brings a wide range of federal services together to meet the needs of Canadians wherever they live  Works closely with various federal, provincial and municipal partners to offer more services to Canadians  All front-line, processing, and management staff have been specially trained to provide a knowledgeable first point of contact with the Government of Canada and to support service excellence At a Glance Last year, Service Canada: paid out more than $80 billion in benefits to Canadians representing 1/3 of annual government expenditure; processed 1.4 million requests for Social Insurance Numbers (SIN); processed over 267,000 passport applications; welcomed 9.8 million visitors at our in- person locations; posted over 1 million job ads; responded to more than 55 million calls to the Government of Canada; hosted 26.6 million visits to the Service Canada Web site; reached 250,000 Canadians in remote communities; interacted with more than 55,000 community organizations.

44 MANDATE MISSION Service Canada: What We Want to Achieve To achieve better outcomes for Canadians through service excellence. To provide secure, knowledgeable, one-stop service to Canadians. To improve services for Canadians by working with partners to provide access to the full range of government services and benefits that Canadians want and need in person, by telephone, on the Internet, or by mail. VISION

5 Aiming for excellence means: delivering high quality services designing effective policy and programs engaging and enabling employees listening to our clients, partners and colleagues continually innovating and building on results and success demonstrating strong leadership What is Excellence?  Ongoing individual and collective commitment to meet the needs and expectations of citizens, the Government and our colleagues  Renewal drives towards excellence and results in strengthening our capacity to contribute to Canada's successes through the delivery of excellent public services and policy advice Excellence in everything we do…

66 The Social Insurance Number (SIN) Process Analyze search Results? Determine eligibility Validate PID Perform Searches Update SIR Finalizing Request Y N Update SIR I&C Certification and re-certification of SC agents Quality Monitoring selected via the QM Popup screen. Percentage is based on SINRA processed Tools: UV lamps,Intranetsite procedures etc Web SIR system Client obtain confirmation of SIN on site From: Duplication To: Work done by the person closest to the client

77  Check application and transcribe information from document  Half-day training; two hours coaching The People  Validate client identity, verify document, issue SIN  Certification Program  Quality Review Program  Bigger, better jobs: accountabilities and authorities delegated at first point of contact  Automated tools, supported by knowledge experts in contact centre From: Boredom and frustrationTo: Creativity and satisfaction

8 IN PERSON TELEPHONE MAIL TELEPHONE – O-Canada WEB The Client Experience Process S From: Silos To: Channel integration N Contact SC for assistance New information received from MSCA Collect data Detect service opportunities? Y N Offer proactive services Client wants it? Y N Future services needed? Y N End Potential need exists Need fixes itself? Y N Need still exists Provide proactive services No further need Service Canada recognizes client’s needs RESEARCH & INFORMATION PROACTIVE SERVICES MARKETING APPLIED THROUGHOUT ENTIRE PROCESS PERSONALIZED SERVICES Agent confirms ID? Y N Refer to appropriate agent

9 Application Processing – Apprenticeship Incentive Grant New reality: Before a cheque is issued, the file: -is reviewed once instead of five times -is handled by two different employees instead of six different employees -is tracked twice (in and out) instead of 20 times -takes 20 minutes to process…instead of weeks! From: perceived controls To: Validation at source and risks integrated

10 Continual Process Improvement (CPI) Make Your Process Visible Monitor Its Performance Improve It Continually Business Process Redesign (BPR) Implement New process Validation And Implementation Process (VIP) Process Management: A Structured Way to Get Results

Business Process Redesign (BPR) Validation and Implementation Process (VIP) 11 Process Management: A Structured Way to Get Results (cont’)

12 Why We Should Care About the Front Line Staff: It’s the Bottom Line  The link between the bottom line and client satisfaction:  Public sector value chain: Employee satisfaction influences client/citizen satisfaction, which in turn influences citizen trust and confidence in public institutions (Heintzman and Marson, 2006)  It is also true for the private sector:  Direct link between employee satisfaction and customer satisfaction Between customer satisfaction and improved financial performance (Northwestern University) Wealth of supporting research (i.e. Professor James Heskett et al., the Service Profit Chain (1997)  Taking advantage of teams:  Direct results: using multi-disciplinary teams could reduce the number of steps by an average of 50% (Gerard Bruno)  Our experience speaks for itself….. Citizen/Clien t Satisfaction Trust & Confidence in Government Employee Engagement 2 pt increase in EE results in 1 pt increase in CS

13 Quotes from the OAS/GIS Business Process Redesign (BPR) Improvement Team…  Participating in a Business Process Improvement Team made me a better employee. I am now more client focused while before, I would just think of completing the info on my desk and not the person behind the info. (Lonnie, British Columbia)  I now understand our client service colleagues and why they have to send us urgent requests – not because they don’t want to do them, or cannot do them – but because the procedures do not allow them. (Nazira, Ontario )  Extremely thankful to be given the exceptional opportunity to directly improve the service our clients receive. (Camille, Québec)  Very gratifying that “working employees” are asked to contribute / suggest / advise instead of only considering “expert” or “higher up” ideas. It makes so much sense because by doing the actual work, we understand the issues. (Nancy, New Brunswick) This team was officially recognized for its efforts and contribution to the organization by the Deputy Minister through the DM’s Awards of Excellence in the category of Excellence in Program Design and Delivery. This award is shared with the CPP-D Client Entitlement Process Improvement Team. Engaging Our Employees

14 Panel - Voices from the field: Gina and Mary

15  Past experience has demonstrated that process redesign and automation can significantly change the way we serve our clients while reducing overhead costs.  Redesigning and managing end-to-end processes delivers dramatic improvements in cost, quality, speed and service.  This approach has implications on the people who will perform bigger and better jobs, on the client who will get faster and better service and on the technology as streamlined processes are automated.  Clear repeatable processes allow the organization to better measure performance at all levels and increase the organization's flexibility and adaptability to the changing environment. Achieving Service Excellence: Business Process Redesign Conclusion

16 QUESTIONS?