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

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

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

4. 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

5. 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

6. 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

7. 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”

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. Ratings of Government Service Reputation are Improving

15. 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

16. 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

17. 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

18. 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

19. 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 and 64 in 2002)

20. 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)

21. 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

22. 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

23. 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

24. 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

25. 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

26. 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

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

28. Contact Us Institute for Citizen-Centred Service (ICCS)
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