1. Statistics Canada Internal Services Business Transformation Experience
September 24, 2014

2. Why transform Internal Services
Transform Statistics Canada into a more efficient and strategically oriented organization by standardizing administrative business processes and re-investing in new value-added activities
Outcome
streamlined business processes and high-quality standard services
increased efficiency and reduced service delivery costs
re-directed some capacity to provide more value-added activities (strategic advice and expert services) and to meet growing external information demands
placed Statistics Canada in the position to proactively play a role in the eventual adoption of solutions coming from central agencies (ERP, Common FM-HR Business Processes, service delivery models, etc)
increased integration and synergies between internal service providers.
Statistics Canada • Statistique Canada
21/09/2018

3. Our challenges and approach
Previous service-delivery model
Strategy
Benefits
Personalized service and ease of access to service
Challenges
Inconsistent levels of service
Managing workloads
Services performance measurement
Processes standardization
Unnecessary steps.
Implement a new centralized service delivery model for internal services, including leveraging self-serve
Review, streamline and align all business processes
Centralize all administrative and financial staff with the exception of one executive assistant per division, who remains to support senior management
Pilot changes and adjust before implementing across Statistics Canada
Establish clear performance expectations for service delivery.

4. Statistics Canada • Statistique Canada
Service delivery model
Tier 1
Self-serve hub to initiate a request
Empowers the client
i.e., find information on the Hub, completing a form
Tier 2
Transactional through the internal services support centre
Deliver high-quality standardized services
i.e., processing the form: validating request and/or obtaining required approval
Tier 3
Strategic advice by providing expert guidance
i.e., contracting expert advice, strategic and financial planning, labour relations
- CLICK
- CALL
- VISIT
Statistics Canada • Statistique Canada
21/09/2018

5. Welcome to the self-service Hub
The self-service Hub is your ‘gateway’ to initiating everyday requests for administrative, financial, human resources, informatics and facilities services.
Statistics Canada • Statistique Canada
21/09/2018

6. Business transformation journey
Phase I
Phase II – Business Transformation
2011/2012
2012/2013 and 2013/2014
2013/2014 and 2014/2015
Steps
Options analysis
Develop ‘to be’ business processes
Build self-service Hub
Build value-added
Key Activities
Conduct workshops and interviews with subject-matter experts to understand the current state.
Document existing processes, systems and service delivery models.
Develop high-level solutions and service delivery options.
Develop business case.
Working groups mandated to standardize business processes and align with new service-delivery model.
Propose changes to business processes.
documentation of composition of new teams
Develop training material.
Align business processes with FMBP and CHRBP.
Validate catalogue of services.
Create information architecture based on user center design approach.
Document how to access service using plain language;
Centralize staff / Manage transition.
Launch Hub (Phase 1) and service-delivery model.
Continuous improvement;
Continue to develop Hub content (Phase 2) .
Working groups mandated to integrate financial and HR planning and to innovate
Consult with management to capture how we can improve our strategic advice.
Statistics Canada • Statistique Canada
21/09/2018

7. Some examples of what we transformed
Streamlined the Procurement-to-pay business process
Over 15 administrative processes were optimized
Creation of the Travel Centre of Expertise
Improvements to strategic advice, planning and reporting
integration of financial and human-resources information (one source)
monthly internal services performance indicators reporting presented to CFO and Executive Management Board.
integrated strategic planning (10 year outlook)
costing practices and checklists
quarterly financial forecasting at the sub-PAA level
Statistics Canada • Statistique Canada
21/09/2018

8. Key success factors
leadership towards common vision and increased efficiency;
willingness to invest in transformation to generate savings
strong governance and project management practices
openness to leave no rocks unturned
dedicated teams to lead the business process transformation;
know the operations and understand the detail
desire to do things differently, innovate
engagement with staff throughout the transformation
information sessions, client feedback, governance, extensive consultation with stakeholders
Staff participation in selecting new assignments
communicate changes using different mediums
maintain capacity to continue transformation.
Statistics Canada • Statistique Canada
21/09/2018