Inter-jurisdictional Service Delivery Initiatives Overview of Key Potential Opportunities Victor Abele Public Sector Service Delivery Council February 14, 2005 Quebec

2 Inter-Jurisdictional Activity* *based on data submitted Federal-Provincial Agreements: Canada-Ontario MOU on Collaboration in the Delivery of Public Service provides a broad framework for collaborative service delivery and outlines specific projects in key areas: –Enablers – common architecture, standards, platforms; shared research –Service Delivery/Offering Transformation – e.g. Ottawa Counters Project, Collaborative Seniors Portal, jointly located Emergency Management System Other provinces have expressed interest in developing similar models; common themes: –Collaboration/integration of key services; emphasis on individuals and business –Co-locations e.g. in-person offices –Developing common enablers, standards

3 Inter-Jurisdictional Activity (cont’d) Client segment approach: Templates completed after Winnipeg by reporting jurisdictions show significant levels of activity linked to service strategies for specific client groups, such as seniors, business & health: –Federal/provincial business service centres, with some jurisdictions interested in an expansion of services; One Client View (Manitoba Business Link, Manitoba e-Commerce Pilot, Nova Scotia Business Registry, Small Business BC) –Canada Seniors Partnership – (with PEI, Ontario, City of Brockville & Region of Niagara & exploring links to other provincial/territorial partners); Seniors Service Mapping –Manitoba: Electronic Health Record & Healthy Child initiatives –GoC service strategies for Seniors, Aboriginal Peoples, Youth, Persons with Disabilities are under development

4 Work on Enablers: Canada-Ontario One Client View IM Strategy; e-Contact (Manitoba, Canada); development of IM standards using the Dublin Core (Seniors Partnership) Cost and efficiency drivers are evident: Government of Canada – Service Delivery Review & Call Centre Consolidation; Manitoba Regional Services Review Manitoba and NWT have expressed interest in exploring opportunities for inter-jurisdictional consolidations Research: Citizens First has been the hallmark of Joint Council planning. Additional work is underway to explore other existing or planned research to supplement Citizens First with regional or other views. Inter-Jurisdictional Activity (cont’d)

5 Government of Canada: Delivery Profile In , the Government of Canada conducted an extensive survey of external service delivery across 29 departments and agencies to establish a federal Service Delivery Network Profile Findings across channels: –1,615 points of service, with over 32,000 FTEs, handling 515 million interactions per annum –Staff distribution: mail 54%, telephone 22%, in person 20%, and Internet 5% –Significant variation in service availability by channel; accessibility to service and wait times vary between regions and communities –Significant variation in channel cost: in-person $30 per transaction, mail $20, telephone $10, Internet less than $1 –HRSD/SD and CRA represent over 60% of transaction volumes Service Delivery performance is highly variable –with inconsistent use of technology, measurement and reporting difficulties; departments agree there is significant room for improvement

6 An Enterprise Approach Areas for collaboration include: Research-based, citizen-centred to establish a whole-of- government view of client expectations and external service delivery: points of service, costs and performance; Vision to improve client satisfaction, realize cost savings, improve policy outcomes and the accountability and transparency of government; Development of an integrated channel strategy to migrate service loads to more cost-effective channels and self-service options; Development of frameworks for assessing departmental performance and cost management, including Key Performance Indicators for external delivery channels; Consolidation within departments/ agencies, and partnerships between departments and jurisdictions; Consolidation/harmonization of call centres.

7 Performance Measurement Collaborate to: Establish common cost and performance indicators to facilitate benchmarking, focusing on call centres, in- person, and Internet to support an i ntegrated channel strategy Establish common measurement themes for all channels; (defining technical measures by channel) –Access (e.g. service availability, delay to service) –Quality (e.g. accuracy) –Client Satisfaction (based on the Common Measurements Tool) –Agent utilization (e.g. resource/cost measurement) –Take-up (e.g. relative use of self-service and agent support) Align Reporting capabilities / enterprise dashboard –Relationship between cost and performance –Cost/performance results to guide channel management

8 Key Opportunities Collaboration on external delivery Coordinate with Research Sub-committee to: –Examine joint client needs, e.g. based on priority segments –Review potential for alignment of delivery networks, e.g. mapping points of service Establish Working Group to: –Develop frameworks to guide adoption of shared delivery platforms, measures and standards for collocation of offices, In-person / front-counter operations Call centre platforms Web services, –e.g. development of a Cluster Blueprint –Assist pilot projects to align delivery operations by sharing research, expertise and lessons learned

9 Key Opportunities (cont’d) Focus on Enablers: Information Management Dublin Core – Common metadata standards to support improved public access to information and services. Potential for increased coordination. Content Management Solutions and Metadata Repositories – sharing common business processes & actual metadata across repositories. Develop tools to support information sharing: –generic agreement models and process templates –standard clauses for contracts that respect the privacy and security of personal information (eg. Manage Patriot Act implications) Strengthen the Information Management Framework Develop a pan-Canadian common taxonomy – building on the GoC Core Subjects Thesaurus Build enablers for service priorities: Pilot for a shared Change of Address for Business?

10 Discussion PSSDC/PSCIOC collaboration: establish joint working groups to align development of enablers with business drivers Municipal engagement: develop a strategy to effectively engage the municipal sector, especially in service alignment projects such as 211, 311 Collaboration in External Service Delivery –Working Group to support service reviews, Federal-Provincial service engagements? –Working Group to engage on a priority segment, e.g. Seniors (shared portal, call centre services)? –Working Group to develop shared standards for external delivery? –Working Group to engage in a new priority project, e.g. Change of Address for Business?

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