The Canadian Service Delivery Journey Guy Gordon Executive Director, Institute for Citizen-Centred Service November 2009

Canada Second largest country in the world, with an area of almost 10 million square kilometres. Population (Oct. 2006): 32.7 million

Manitoba Geography Land Area: 548,000 km2 100,000 lakes Vast fertile agricultural plains Abundant minerals & forests People Population: 1.178 million Capital City: Winnipeg (pop. 706,900) Multicultural – over 100 languages spoken

Service Delivery Transformation in Canada A story in three parts: The power of community collaboration and action based research Manitoba's unique path to Service Transformation Institutionalizing the “Canadian Way” via the Institute of Citizen-Centred Service

The Canadian Context Over the past ten years, the Canadian public sector has undertaken a remarkable journey in service improvement, from research to results Governments in Canada have made dramatic gains in service results - the service performance of many Canadian public sector organizations now surpasses private sector results and benchmarks Canada has been identified as a world leader in public sector service delivery, and other countries are now looking to Canada as a best practice in public sector service delivery

The Canadian Context - Lessons Lessons learned: Public sector reform initiatives should be rooted in research Building communities of practice can establish platforms for change across the public sector A results-based, “citizen-centred”, “outside-in” approach to public management can transform the performance of the public ICT (technologies, frameworks, disciplines) will increasingly serve as catalyst and enabler of Service Transformation

Success Built on Platform of ICT Enablers Connectivity Increasing broadband National phone network Rapid and widespread usage and adoption of internet by Citizens and Business (80% penetration) Canada’s Federal system – supporting investments in infrastructure and opportunity for innovation and experimentation Culture of collaboration and partnerships Recognition that services will need to be multi-channel but information will be provided from single source - “spin the terminal”

From Best Efforts to Action Research Efforts to improve public sector service delivery began decades ago - almost as long as governments have been delivering services to citizens As Canada began its service delivery transformation in the early ’90’s, similar service improvement initiatives were undertaken in Canadian provincial governments Some of the most comprehensive and earliest service improvement initiatives were undertaken by B.C., Ontario, New Brunswick, Nova Scotia and Manitoba, beginning as early as 1990 Municipalities across Canada also launched similar initiatives, such as Montreal’s early one-stop access initiative, Accès Montréal, launched in 1987

Drivers of Service Satisfaction The inaugural national “Citizens First” survey in 1998 sought to determine what drives citizens-satisfaction with public sector services and identified five main drivers of satisfaction with government service Timeliness Knowledge and Competence Courtesy (extra smile, extra mile) Fairness Outcome

Service Organizations in Canada (Examples) Beginning with New Brunswick, governments at all levels have turned to multi-channel service delivery organizations to meet the needs of Canadians for improved access, and integration of government services Similar organizations now exist in Nova Scotia, Newfoundland, Prince Edward Island, Quebec, Ontario, British Columbia and Government of Canada Service Canada provides one-stop access to federal government service and integrates service delivery across all three channels: internet, telephone, in-person Service Canada’s mandate is also to build integrated, seamless service delivery for Canadians, by partnering with provincial and municipal single windows The Service Canada vision of multi-channel one-stop access was supported by three pillars: electronic service (Canada site), telephone service (1-800-O-CANADA) and in-person service access centres

Research and Action at the Inter-governmental Level Since being formally created in 1998, the Public Sector Service Delivery Council (PSSDC) has undertaken three major leadership roles: collaborative research collaborative learning collaborative service improvement The Research Committee makes recommendations for major collaborative research projects, surveys and studies, and oversees development and implementation Collaborative learning includes Council-sponsored learning events around emerging service issues, and visits at best practice sites within the jurisdictions hosting Council meetings This is an important element of the Canadian model of service improvement, because this interactive “community of practice” means instant communication, learning and adoption of innovative service improvement initiatives across jurisdictions

Expanding Community to Involve CIO's In 2002 the PSSDC and national CIO community (Public Sector CIO Council) agreed to formally collaborate on the service delivery agenda Together the Communities support the development of critical enabling building blocks of modern citizen centred service delivery: Research Privacy and Security Identity Management Information Management Service Mapping

Measuring Success Citizens First 4, published in the fall of 2005, showed that the Canadian public sector continued to make significant gains in service improvement, in the eyes of Canadians The gains over the previous two years were greater than those of many private sector services, and, in many cases, specific public sector services such as library services, pension services, park services and postal services outperform specific private sector services such as banks, department stores and telephone companies Citizens First 4 showed that the Government of Canada had achieved and even exceeded its five-year target of a 10% improvement in citizen satisfaction All three levels of government in Canada had consistently improved service results since 1998 No other country is able to demonstrate results in this way, or to show such consistent progress in service improvement results over almost a decade

Ratings of Government Service Reputation are Improving

Conclusion The key to Canada’s success has been the implementation of: Communities of practice – networks, councils and an inter-governmental Institute – to provide the necessary organizational platforms for collaborative work Action research focused on obtaining feedback from citizens that can be quickly translated by public managers into service improvements that citizens want and notice, including single windows, electronic gateways and service clusters Service improvement methods that focus rigorously on the “drivers” of citizen satisfaction with government service delivery Common measurement tools and surveys that facilitate comparative benchmarking and results measurement Source (whole section): From Research to Results: A Decade of Results-Based Service Improvement in Canada, Brian Marson, Ralph Heintzman, 2009

The Manitoba Experience eGovernment The transformation of public sector internal and external relationships through the use of information and communications technologies to optimize government service delivery, constituency participation and internal government processes It is more than ‘online” or “Internet” services

Evolution Innovation Framework (2003) At Your Service Manitoba Modernizing Government (2006) Simplicity Technology Partnerships Innovative Organizational Structures Single Window Service to Business Common Systems Creation of Service Transformation Manitoba

At Your Service Manitoba At Your Service Manitoba is an access point strategy bringing together three key service channels: Level 1 Gateways, Basic One Stop Shopping & limited CRM Next steps – Expanded CRM, cross training, agent routing, spin the terminal re common transactions, and brand promotion Telephone Internet In-person

Manitoba’s Performance Citizen Satisfaction with Government Services: Manitoba’s score has been consistently higher than the average of provincial services across the country (62 in 2000 and 64 in 2002)

E-Government Strategy Going Forward Leverage the power (ROI) of IT to do common basic transactions Revenue (e-commerce) Grants Permits and Licenses Applications (forms) Centralize Servers and Infrastructure Mobile Government - put real time data in hands of government employees (nurses, social workers, inspectors) Integrate Service Delivery - Key Clusters/Functions Service to Business (registration, permits and licenses) Post Secondary Training (registration,case management, scheduling) Leverage Common Systems as enterprise tool (registration, CRM, licensing/permitting, revenue management, grants management)

Coming Soon My Government Ability to manage my individual relationship with government as a citizen or business Mix of transactional capability, transparency, efficacy and efficiency Requires major transformation Web 2.0 Government adoption and application of various Web 2.0 tools Web 2.0 is accelerating citizen expectations for engagement in design, delivery and consumption of services. Trust and confidence in government will be dependent upon success

myGovernment: anytime, anywhere, anyway Expanding the impact of technology via multi-channel services for a: High performance Personalized Services-on-demand and Superior public service delivery model

myGovernment: What it means? The expectations of the citizens and businesses of their government are changing Citizens and businesses are demanding flexible, personalized and just-in-time information access and content collaboration in a secure and private environment The rising expectation from the government is the delivery of efficient and swift public services - anytime, anywhere, anyway Government will have to adapt faster to these demands through improved processes, policies and technological advances

Applying the Lessons The Public Sector can compete with the private sector but it takes effort You have to be able to measure service delivery to know if you are making progress Research is critical to understanding needs Citizens do not differentiate between levels of government so all levels of government must work together Building communities of practice is critical to share knowledge, best practices, and to facilitate progress

Government Transformation Citizen centered service delivery must be coupled with internal government transformation Common systems Common processes Customer focus Service culture Shared data ICT (technologies, frameworks, disciplines) will increasingly serve as catalyst and enabler of Service Transformation

Key Enablers Willingness to invest in systems Robust infrastructure Top level leadership Measure Results Web 2.0 technologies will play an increasing role Robust security and privacy protection

Executive Director, Institute for Citizen-Centred Service Thank You Guy Gordon Executive Director, Institute for Citizen-Centred Service

Contact Us Institute for Citizen-Centred Service (ICCS) Website: www.iccs-isac.org Email: info@iccs-isac.org Telephone: 416-327-0786