Optimizing the e-channel meant moving beyond IT to look at all aspects of the business of government... Business Process / Content People Technology …and work needed to be fully aligned to ensure targets were achieved

GOL vision, strategy and action plan needed to be fully developed and commitment secured … multiple streams of work needed to be completed to ensure a holistic approach E- Government Projects Communications Cluster / Portal Procurement & Partnership Public Access Strategy HR ManagementDigital Service Standards Citizen Needs IM/IT Infrastructure Digital Branding Information Management Resourcing Strategy Policy and Legislation Frameworks Business Processes Privacy & Security Governance & Accountability

An overview of Canada Geography  9,984,670 square kilometres, 6 time zones Demographics  32 million people, 2 official languages  Urban versus rural - 77% live in cities and towns Three levels of government  Federal; provincial / territorial (13); municipal (more than 5,000)  Extensive collaboration – more than 3,000 federal-provincial agreements on specific projects and issues  66% of GOL services have partnerships with other jurisdictions or sectors The federal government  +/- 126 federal departments, agencies and Crown corporations  Responsible for more than 1,600 programs and services  317,000 public servants; 16,000 IT professionals in the federal government  IM/IT spending: approximately $4.8 billion annually

Canadians and the Internet Canadians are among the most connected in the world  78% have used the Internet in the last three months Canadians are going on-line  71% of Internet users have visited a Government of Canada (GC) Web site in the past 12 months  31% indicated most recent contact with GC was through Internet or Canadians want their governments to be on-line (1)  76% agree that the Internet has made it easier to find information about government programs and services  60% of Canadians think that, in five years, their main method of contact with governments will be by Internet/  64% of Internet users feel comfortable submitting personal taxpayer information on-line (1) Source: EKOS survey on trends in Internet usage and access

Smart Communities Canada Online Electronic Commerce Government On-Line Connecting Canada to the World Canadian Content Online eCitizeneBusinesseGovernment Cohesive strategy for a knowledge-based economy & society

Government On-Line: A Government Priority October 1999 Speech from the Throne: “By 2004, our goal is 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…” Objectives:  Make Government more accessible  Make services better and more responsive  Build trust and confidence in transacting on-line

The approach to GOL 1)Vision 2)Strategy 3)Governance 4)Policy Leadership 5)Research 6)Scope 7)Strategic Investment 8)Accountability and Transparency 9)Working Inter-jurisdictionally

1) The Canadian GOL Vision Client-centricity and whole-of-government approach…  Using information and communication technology to enhance Canadians’ access to improved client-centred, clustered services, anytime, anywhere and in the official language of their choice.

2) The GOL Strategic Plan The GOL Strategy evolved as Canadians’ expectations were better understood and thinking matured, to address the:  Full transformative potential of the e-channel, including for culture change (i.e., citizen-centred government)  Need for a whole-of-government approach  Need for enabling policies in areas like accessibility standards, common look and feel, information management, and security/privacy  Need for service delivery goals to focus effort and investments  Need for integration of activities and solutions to ensure coherence, compatibility and to maximize “re-use”  Rising expectations of citizens/clients as they became steadily more sophisticated users of technology

3) From vertical to horizontal governance GOL Research Panel Supported by the leadership of many Deputy Minister, Assistant Deputy Minister, and Director General Levels

4) Strong Leadership Culture change requires “courageous” leadership at all levels to put the citizen first:  Move silo organizations to an enterprise approach  Allow common and integrated solutions  Promote horizontal collaboration, openness and information sharing  Adopt new ways of doing business  Remove territorial barriers  Deal with constraints of the “vertically” oriented machinery of government

5) Extensive Public Research From the start and throughout the GOL Initiative assumptions were continuously tested, and citizen/client views sought and needs validated:  Public Opinion Research (POR)  Surveys across Canada  Focus group testing  Contact Us function from every website  Internet Panels (+10,000 persons)

5) Extensive Public Research, cont’d What do Canadians want?  Easier access  No wrong door  Fulfillment  Consistent quality  One-stop shot  A choice of channels:  In-person / mail / Internet / Interactive voice response / Kiosk Derived GOL Guiding Principles:  Services accessible to all  Of direct benefit: easy to use; organized to meet Canadians’ priorities (citizen-centric); save time/effort/cost; improve quality and level of service; increase the range of service offerings  Private and secure, generate trust and respond to citizen demands  Shaped by Canadians’ input and constant feedback

6) Scope: Comprehensive & Achievable 34 departments and agencies were directly engaged Realistic deliverables were identified and targets set to mitigate risk and increase our chance of success.  The 130 most commonly used services on-line by 2005 (supported by some funded projects)  A common secure infrastructure  A supporting suite of policies and standards, and to provide oversight of the GOL Initiative itself  Gateways and Clusters organization and structure for one- stop, no-wrong door access

Department & Agency Sites 7.1) Where we were in January 2000 The Canada Site Linked to 450 federal stand alone web sites targeting same clients As a consequence:  Clients searched through multiple sites to find what we had to offer  The work to find and assemble information and services components fell to the client  Duplicative or similar content left clients uncertain as to authoritative source  Each site had different look, navigation, experience

7.1) Gateways and Clusters: From standalone websites to e-services platforms

7.2) Accelerated Service Delivery The 34 participating departments and agencies offering the 130 of most commonly used services set their 2005 targets for each service based on:  Progression level model – 9 levels of functionality (see Annex)  Sign-off/commitment by Deputy Ministers (DM) and the Chief Information Officer (CIO) of the Government of Canada Projects to accelerate the electronic delivery of services were funded including:  business cases, pilots, proof of concepts, pathfinders, catalytic projects, common solutions, service visions

7.3) Common Secure Infrastructure: Secure Channel

7.4) Leadership and Standards (including oversight) Laws and regulations were reviewed to ensure they support the electronic delivery of services  A complete review of policies is underway to streamline and respond to service transformation challenges An Organizational Readiness Office (ORO) was established To prepare the public service for change Provide leadership to transform and modernize the public service to better serve Canadians “Enabling” tools were developed, including:  Privacy Impact Assessment  Business Transformation Enablement Program  Common Measurement Tool  Marketing Tool Kit  IM Policy Implementation and Assessment Tools  Communication and public access tools Competency profiles in IM, IT and Service Delivery

7.4) Leadership and Standards, cont’d (including oversight) A Project Management Office (PMO) was created to provide oversight for the Initiative Thorough reviews of project proposals were conducted using rigorous criteria  Community assessments influenced allocations Close monitoring of GOL-funded projects with intervention where needed provided support and guidance to departments/agencies Risk management plans supported project monitoring and kept the initiative on target  Collaboration with departments/agencies led to early and pro-active trouble-shooting and risk mitigation

8) Accountability and Transparency Accountability and transparency were key elements, achieved through:  Annual GOL Overview Report, tabled in Parliament  Annual publication of GOL Public Reports by departments on their website with sign-off from Deputy Ministers  Annual progress reports provided to the GOL PMO with sign-off from Deputy Ministers  Quarterly progress reports provided to the GOL PMO with sign-off from Assistant Deputy Ministers  Regular status reports by GOL PMO to the GOL Governance on progress of projects and services  Selection criteria, evaluation process and reporting requirements for funded projects pre-defined and circulated to all participating departments/agencies in advance  Description of GOL funded projects and allocations publicly available

9) Moving beyond the Government of Canada: working inter-jurisdictionally To collectively make government more… Relevant  Makes it easier/convenient to access the right service at the right time from the right provider - clients are more satisfied Effective  Enables service alignment and integration, improving outcomes for common clients and making governments better able to achieve their objectives Efficient  Reduces costs through standardization and economies of scale, and promotes rapid response Open  Makes government as a whole more attentive to citizens and more transparent

9) Working Interjurisdictionally (cont’d) Based on Citizens First research, citizens and businesses want simple, seamless and efficient service from their governments across all jurisdictions… To foster inter-jurisdictional service transformation, GOL provided leadership and support in three key domains:  Shaping a nation-wide community of practice in service transformation  Building foundational enablers – shared elements of legislation, standardization, security and authentication  Collaborative learning and transformation projects – pilots, proof-of- concepts, research

Common Tools: Interjurisdictional collaboration in action! Institute for Citizen-Centred Service (ICCS) - The ICCS works with governments across Canada (and around the world) to improve citizen satisfaction with public-sector service delivery using:  Citizens First - a biennial national survey of citizen expectations, satisfaction levels, and priorities for service improvement at all levels of government  Taking Care of Business - a landmark study that, for the first time, explores Government-to-Business service delivery from the perspective of the business community - A collaborative effort between more than 20 public sector organizations from across Canada  Common Measurements Tool (CMT) – an instrument for measuring and benchmarking client satisfaction across service delivery channels for public sector organizations (see annex for further details)

International recognition of Canada GOL Achievements Canada is recognized as a world leader in e- government for:  Its client-centric approach  Its focus on both access to government services and service quality  Its use of technology as an enabler to achieve its service transformation objectives  Its collaborative work with various levels of government  Its integrated multi-channel service delivery  Its enterprise-wide approach  Its horizontal governance  Its policy suite  Its secure infrastructure

A summary of Lessons Learned: The GOL experience 1.Citizen’s Involvement to Ensure Client Centricity  Extensive consultation with Canadians drove all aspects of GOL – “no wrong door approach” was fundamental  Engaging citizens settled internal debates about how to proceed 2.Making a Transformative Initiative a Clear Government priority  The Speech from the Throne reinforced that all departments were to participate  The Vision was flexible and accommodating to change yet focused participants on transformative change 3.Leadership of many  Strong and “courageous” leadership was essential to breaking down silos and moving to an enterprise approach 4.Governance  A horizontal structure was necessary to ensure collaborative work and alignment 5.Strategic Planning  Strategic planning evolved to plan and integrate activities with broader policy and service delivery goals 6.Sustainability  Sustainability is critical (e.g., to receive funding participants were required to demonstrate their ability to continue to fund the service and maintain the same level of quality across channels.)

Lessons Learned, cont’d. 7.Funding Allocation  Central funding helped foster innovation  Due diligence helped ensure funds were used for intended purpose and to mitigate risks 8.Performance Management and Measurement  Service maturity model proved an effective means to drive and assess service maturity levels  Status reports and Overview Reports provided transparency and visibility that encouraged departments to stay the course 9.Risk Management  A strong risk management regime was in place  Inter-departmental review committees played a challenge function, and a Project Management Office facilitated compliance with requirements and alignment, and played a risk mitigation role 10.Organizational Readiness  Tools and procedures to address human resource management issues more effectively were developed under a community-led governance structure of “key” functional areas. This approach created a horizontal, whole-of- government perspective. 11.Outcome Management  Lessons Learned have been collected to support the development of outcome management guide and tools for future transformation projects. 12.Procurement  The creation of the GOL Procurement Office that pre-qualified vendors based on the Y2K lessons learned greatly helped at streamlining the procurement process and facilitating the work for the departments/agencies

Showing the Way GOL has laid the foundation for service transformation:  Common infrastructure to support integrated service delivery  Critical mass of on-line services  Trusted identification of clients But to achieve truly client-centric, whole-of- government approach, optimizing all the efficiency gains possible, we need to move:  Beyond standalone department services to integrated offerings and reengineered business processes and administrative systems  From “siloed” to networked IT security  From federal to inter-jurisdictional standardization, alignment and integration

Business Service Vision International Service Vision GoC Service Delivery / Transformation Strategy Whole-of- government view Common Business Processes Network Inventory Analysis Best Practices Research Canadians Service Vision Common infrastructure and standards Where do we go from here? – Developing the way ahead

The way ahead… We have begun the transformation to seamless, multi-jurisdictional service delivery. It is a long road that requires structure, rigour, the leadership of many, dedication and TEAM WORK!

Thank you! Christine Desloges Director General Government On-Line Initiative Public Works and Government Services Canada (613)

ANNEXES

Service Progression Model Transactional Service 1.Web presence 2.Basic Reference 3.Reasonably Complete reference 4.Partial communication 5.Full communication 6.Reasonably complete interaction 7.Partial completion 8.Full completion 9.Full completion in real time Informational Service 1.Web presence 2.Basic reference 3.Reasonably complete reference 4.Deepening of holdings 5.Segmentation 6.Interactive tools 7.Customized profiles 8.Partial synthesis 9.Reasonably complete synthesis

A multi-channel instrument for measuring and benchmarking client satisfaction. What is the Common Measurement Tool (CMT)? Designed by public servants for public servants, the CMT provides a common set of questions and response scales for measuring client satisfaction with service delivery. It is currently being used by governments across Canada (municipal, provincial, and federal) and a growing number of international governments. The Institute for Citizen-Centred Service has established a CMT Benchmarking Database where governments can anonymously compare their survey results against peers. For a copy of the CMT and learn more about the benchmarking service, visit