1. Joint Priority Project #2: Service Visions and Mapping Presentation to PSSDC/PSCIOC Winnipeg, Manitoba, September 28, 2004 By: Industry Canada Ontario Ministry of Consumer and Business Services DRAFT

2. Background – What is BTEP? Business Transformation Enablement Program (BTEP) Business process analysis tool for studying service from the client perspective Designed to facilitate client-focused service transformation Seamless access to services across departments, jurisdictions Identify opportunities for bundling, alignment, streamlining and harmonization Integration focus -- common and shared services Why use BTEP? Common language: Defines services and provides an awareness of service delivery from a client perspective Provides the Big Picture: Method for understanding how services across departments and jurisdictions impact clients Guides operations and policy decisions: Identifies service overlaps and redundancies within and across jurisdictions Service Transformation: Supports bundling of services and potential joint delivery of service

3. DRAFT Benefits of BTEP Client Focus Deconstructs service based on the experience of the client Objectivity Focus on client helps to objectively identify service overlaps and opportunities for streamlining and harmonization An objective assessment of government’s impact on clients Policy Analysis Understanding service overlaps helps to better understand the policy context for service. Examples: Regulation (permits and licenses) Social Benefits (seniors)

4. DRAFT Background: How does BTEP work? Four basic tools Government Strategic Reference Model (GSRM) A shared language for describing service Fields for service deliverers and service receivers 19 generic terms for types of client outputs (interventions, periods of permission, findings, etc.) Public Sector Business Model (PSBM) Puts GSRM in context of governance and performance measurement Transformation Framework Scopes the “as is” and “to be” views of service delivery Helps define the service architecture and provides the map for change Vision, Opportunities, Business Cases Service visions build on the previous three tools to define the end-state for service transformation and fuel the identification of opportunities and the development of business cases. If a picture is worth a thousand words, then a business model is worth a thousand pictures.TBS BTEP Synopsis, 2004

5. DRAFT Example: Halton Project Application of BTEP to starting a restaurant in Halton Goals Test the BTEP methodology and report on success Lay a foundation for further mapping Identify possible opportunities for horizontal collaboration Involved federal, provincial, and municipal representatives Mapped all of the government services that could be required to start a restaurant in Halton

6. DRAFT Halton Project Commitment Workshops / Time Investment Workshop 1 = 2.5 days, Oct 21-23, 2003 Purpose: scope work and develop ‘as is’ model of services (in Ottawa) Workshop 2 = 2 days, Dec 9 &10, 2003 Purpose: alignment exercise leading to catalytic opportunity identification (in Halton) Workshop 3 = 2 days, Jan. 13 & 14, 2004 Purpose: scope catalytic opportunities; develop ‘to be’ models and strategy statement (in Toronto) Considerable investment of time and expert knowledge, involving key staff from all three levels of government Mapping process is labour intensive – requires up-front commitment and shared goals Information on implementing BTEP is limited, but high degree of expertise is required

7. DRAFT Halton Project – Results The BTEP process identified: Areas of overlap among jurisdictions or service areas Common service outputs by jurisdiction and type Alignment opportunities included: Alignment of information services at key points Alignment of service delivery in key areas Common client information, registration Common compliance and monitoring Pros Very powerful suite of tools and procedures Participants found that the BTEP process made sense BTEP brings together disparate programs and services and considers them in a standardized way Cons Highly complex process Limited support and resources for applying the methodology Difficult to document and standardize the communication of process outcomes because of the diversity of tools required.

8. DRAFT Ongoing Projects - BizPaL BizPaL Permits and Licenses Project Has been developed based on service mapping Has used the BTEP methodology in six jurisdictions to map permit and license services Mapping by industry sector – client focus Mapping according to consistent definitions – industry classification codes Mapping according to common understandings – shared definitions of service activities BizPaL will use BTEP in development and the ongoing engagement of new partners An experiment in BTEP Opportunity to continue advising Joint Councils of successes in implementation Bed and Breakfast Permits and Licenses Business/Service Process Points

9. DRAFT When is BTEP most useful? Focused assessment of a perceived opportunity Review service delivery in an area where departments or jurisdictions feel that they can bundle or streamline Focused assessment of the service outputs to a client segment Review of client service outputs and delivery systems to a specific client segment (ie: start-up businesses, seniors) Focused assessment of a shared function Review of client outputs and service delivery in a specific area of servcie (ie: permits, incorporation, transport)

10. DRAFT What environmental factors are needed? An understanding of the implications and a commitment to the outcomes Support from champions Support from a policy agenda and acceptance of policy implications or an operational imperative Possibility for consensus on change among stakeholders

11. DRAFT What could help in the future? Access to BTEP expertise and knowledge A common set of tools, including reporting tools Consensus on such issues as the depth of application required to identify opportunities A clearinghouse of BTEP information and analyses

12. DRAFT Possible Next Steps Form a working group or sub-committee tasked with exploring shared needs for BTEP resources Develop a 12 month work plan Identify goals Identify and assemble resources/assets Identify needs Prepare a proposal for implementation for approval and resource allocation