1 Report to the Public Sector Service Delivery Council and the Public Sector Chief Information Officers Council February 2005 REVIEW OF INSTITUTE FOR CITIZEN CENTERED SERVICE

2 Decisions Made by the Joint Councils In September the Joint Councils decided: 1.The ICCS and Joint Secretariat will form a new “blended” organization. 2.The organization will have 7 staff, including an Executive Director. 3.The organization will be funded by the Councils according to Scenario 3. 4.The organization will be incorporated as an independent Not-For Profit organization.

3 Decisions Made by the Joint Councils Furthermore, with respect to incorporation, the Joint Councils: 1.Approved the committee’s recommendations related to the process of incorporation, including the number and shape of the Board of Directors, membership definition, and direction of the constitution and by- laws. 2.Directed the committee to hire legal counsel in order to prepare papers of incorporation in advance of February meetings.

4 Decisions to be Made by the Joint Councils 1.Provisional direction to file papers for incorporation, pending final review by legal counsel in each jurisdiction. Jurisdictional responses to be forwarded by March 28 th, Indication of interest from members in serving on the first Board of Directors 3.Approval of job description and strategy for hiring an Executive Director

5 Application for Incorporation Name of the Corporation Institute for Citizen-Centred Service has not been taken by any other organization and has been pre-approved by Industry Canada. Application by First Directors Mary Tate, Lois Fraser, and David Primmer have volunteered to serve as the first directors, pending approval from legal counsel in their respective jurisdictions. Objectives of the Corporation The objectives reflect the mandate as approved by the Joint Councils at Winnipeg.

6  To serve as a world-class centre of expertise and a champion for citizen- centred service quality throughout the public sector.  To undertake research into citizens' expectations, satisfaction levels, and priorities for public sector service quality improvement.  To be the custodian of the Common Measurements Tool (CMT) and to provide a CMT data repository and benchmarking service for the public- sector.  To act as a repository, disseminator and centre for the further development of innovative and good practices in citizen-centred service delivery.  To act as a platform for cross-jurisdictional initiatives promoting service quality improvement.  To proactively coordinate the activities of the PSCIOC and PSSDC, liaising with other organizations to ensure the work of the Councils is relevant, well- informed, and strategically positioned. ICCS Approved Mandate

7 By-Laws: Membership (Article 3) While current business plan does not contemplate the ICCS supporting a broad membership, the by-laws are structured to give Board this flexibility. Two Classes of membership: –Voting: Public Sector –Non-Voting: Private Sector, Not-for-profit, academic Within each class of membership there will be both individual and organizational memberships –Opportunity to engage broader communities in both a monetary and contributory sense

8 By-Laws: Board of Directors (Article 5) Board to consist of at least 3 and not more than 18 members –Interviews suggested keeping Board relatively small Board elected by the voting membership (the Councils) Board members to serve not more than 2 consecutive 3-year terms –First Board elected to staggered terms to ensure continuity.

9 By-Laws: Board of Directors (2) Empower four executive positions (President, Vice-President, Secretary, and Treasurer) –Appoint immediate past-president as honorary ex- officio board member Explicit language to keep Board representative of “the nature and diversity” of the community –Enable Board to appoint honorary (non-voting) board members to balance representation and draw required expertise when needed Directors to serve without remuneration –Allow for reimbursement of expenses where appropriate

10 By-Laws: General Meetings and Executive Director (Articles 4 and 7) Annual General Meeting to elect Board of Directors, review business/strategic plans, and other business Executive Director responsible to the Board –Administer day-to-day business –Manage accounts according to financial plan –Maintain relations with the membership

11 By-Laws: Other Article 1: Definitions Article 2: General Article 6: Directors’ Meetings Article 8: Protection of Directors and Officers Article 9: Execution of Deeds and Banking Article 10: Intellectual Property Article 11: Notice Article 12: Auditor By-Law #2: Borrowing of Money

12 Governance: Legal Research Each jurisdiction was asked to explore how its legal environment would affect the ability to participate in the governance structure of a not-for-profit corporation. Survey of relevant legislation and regulations suggests some restrictions in certain jurisdictions, but nothing to stop participation: –E.g. Federal Gov’t / Nunavut / NWT cannot be engaged in the procurement or dissolution of the corporation. Council members were strongly encouraged to consult with legal council in their jurisdiction.

13 Decision Point 1.Provisional direction to file papers for incorporation, pending final review by legal counsel in each jurisdiction. Jurisdictional responses to be forwarded by March 28 th, Indication of interest from members in serving on the first Board of Directors

14 Executive Director Job description highlights roles and responsibilities as well as four sets of qualifications for evaluation: Knowledge and Experience: Service delivery Information technology Senior Executive experience Leadership: Strategic planning and vision Relationship Building: Working in a collaborative environment Personal Characteristics

15 Recruiting an Executive Director Committee recommends hiring an interim Executive Director: Ability to hire someone quickly Allows time for ICCS to stabilize which should expand the pool of interested candidates Selection Panel would be established to review potential candidates and make a recommendation.

16 Decision Point Approval of job description and strategy for hiring an Executive Director

17 Timeline September : Joint Council decides on organizational direction October : Hire independent legal council November 30 th : Jurisdictional deadline for commitment to financial model. Unless otherwise notified, commitment is assumed by committee. December : Identify founding Directors February : Return to Councils for final approvals with incorporation papers ready  March 28 th, 2005: Jurisdictional deadline for commitment to participate as members of the corporation and potential members of the Board  April : File for incorporation  June : Founding Directors call first meeting of the corporation

18 ICCS Review Committee Lois Bain, Ontario Brian Marson, Treasury Board of Canada Joan McCalla / Laurie Sweezey, Ontario Jocelyne Sauriol, Québec Victor Abele, Treasury Board of Canada