FMI_Enterprise_Systems-English-v5-200611

Transforming Service Delivery in the Government of CanadaFinancial Management Institute (FMI) of Canada November 29, 2006 : 

Transforming Service Delivery in the Government of CanadaFinancial Management Institute (FMI) of Canada November 29, 2006 Barbara Kieley Senior Assistant Secretary Transformation Alignment Office Interim Lead Corporate Administrative Shared Services

Our externally-facing initiatives focus on services to citizens, businesses and other levels of government… : 

2 Our externally-facing initiatives focus on services to citizens, businesses and other levels of government… E-government global leader for five consecutive years One-stop access on the Internet throughCanada Site 130+ most commonly used services online Government On-Line (GOL) program facilitated horizontal approach and success; funding ended in March 2006 Client satisfaction with services improved; Internet users most satisfied Secure common infrastructure (Secure Channel) established Launch of Service Canada and other external service transformation initiatives … and reinforce Canada’s position as a global leader in government service transformation

We are now turning our attention to transform services that are internal to government… : 

3 We are now turning our attention to transform services that are internal to government… Externally-Focused Service Delivery Service Canada (HRSD) My Account and other Gov’t to Business Initiatives (CRA, IC) Many departmentally-focused initiatives (i.e. CIC-GCMS) Internally-Focused Administrative Service Delivery Corporate Administration InformationTechnology Real Property Reform Procurement Transformation Shared Travel GoCMarketplace Corp Admin SharedServices (Finance, HR, MM, IT) Pay Modernization Pension Modernization IT Shared Services Data Centre Desktop Secure Channel Telecommunica-tions “Big 5” Service Transformation Initiatives (STI’s) Service modernization initiatives that are highly complex, transformative in nature and intended to have GoC-wide departmental impact.

The current GoC service transformation initiatives were launched quite independently… : 

4 The current GoC service transformation initiatives were launched quite independently… …as a result of a variety of business imperatives. Of the numerous GoC service transformation initiatives now underway, several are enterprise-wide in scope and fundamentally transformative in their strategies, approaches and impacts. These initiatives evolved quite independently. i.e: Evolution of the Government On-Line program that created numerous discrete e-services to citizens, business, employees and other governments; Response to horizontal expenditure analysis and series of ‘in-depth’ reviews, i.e. procurement, corporate administration, information technology; Response to ERC imperatives; Natural evolution of departmentally-driven modernization programs; Launch of Service Canada.

The internal service transformation initiatives are intended to achieve key operational objectives… : 

5 The internal service transformation initiatives are intended to achieve key operational objectives… Enhanced strategic &operational management Organizational flexibility to respond to changing requirements Consistent, high quality and timely information to improve planning capability Increased capacity for horizontal management Reduced delays and administrative bottlenecks Workforce demographic trends mitigated Enhanced accountability Transparency and accountability imperatives enabled by systemic, government-wide reporting on operations and priorities Future, unavoidable costs redirected towards higher-return priorities Enhanced services to employees User-friendly, streamlined, “self-serve” administrative services Better career planning, training and development access Faster response times/fewer errors Enhanced services to Canadians Faster and more reliable delivery of financial transactions Enhanced back-office operations for external service delivery Greater efficiency - through On-going improvements in systems operations and upgrades End-to-end process re-reengineering Elimination of unnecessary work Economies of scale … thereby enhancing services to Canadians and sustaining Canada’s position as a global leader in modern, accountable government

The current government context has provided an opportunity to “take stock” of our service transformation initiatives collectively… : 

6 The current government context has provided an opportunity to “take stock” of our service transformation initiatives collectively… The current government context has introduced a new set of operating realities. Recent discussions suggested that a more integrated management approach for our transformation initiatives would promote successful outcomes. As a result, the Transformation Alignment Office was established in TBS in Feb. 2006 to: Establish an accountability regime to monitor and report on the achievement of service transformation outcomes across the portfolio of service transformation projects Monitor change and transition impacts in the project portfolio Support project and delivery organizations … thereby promoting a more cohesive approach to enable government plans and priorities.

Service transformation is a key enabler of the GoC’s management agenda… : 

7 Service transformation is a key enabler of the GoC’s management agenda… Strategic Objective Areas of focus Key enablers Management excellence Government is well managed and accountable and resources are allocated to achieve results Management accountability and oversight Strong, balanced oversight and risk management Expenditure management Programs are effective, efficient, and focussed on results; provide value for money; and are aligned with priorities Service transformation Efficient and effective client-focussed services and internal operations Public Service renewal Government as employer of choice that supports continuous learning

Early observations regarding the service transformation initiatives are organized according to six broad themes… : 

8 Early observations regarding the service transformation initiatives are organized according to six broad themes… Workforce Transformation Transformation Strategy Transformation Value Proposition Transformation Operating Model Transformation Info & Technology Transformation Governance

Preliminary observations regarding TransformationValue Propositions… : 

9 Preliminary observations regarding TransformationValue Propositions… Transformation Value Proposition Workforce Transformation Transformation Strategy Transformation Info & Technology Transformation Governance Transformation Operating Model

Preliminary observations regarding Transformation Strategy… : 

10 Preliminary observations regarding Transformation Strategy… Transformation Value Proposition Workforce Transformation Transformation Strategy Transformation Info & Technology Transformation Governance Transformation Operating Model

Preliminary observations regarding Transformation Operating Models… : 

11 Preliminary observations regarding Transformation Operating Models… Transformation Value Proposition Workforce Transformation Transformation Strategy Transformation Info & Technology Transformation Governance Transformation Operating Model

Preliminary observations regarding Transformation Information & Technology… : 

12 Preliminary observations regarding Transformation Information & Technology… Transformation Value Proposition Workforce Transformation Transformation Strategy Transformation Info & Technology Transformation Governance Transformation Operating Model

Preliminary observations regardingWorkforce Transformation… : 

13 Preliminary observations regardingWorkforce Transformation… Transformation Value Proposition Workforce Transformation Transformation Strategy Transformation Info & Technology Transformation Governance Transformation Operating Model

Preliminary observations regarding Transformation Governance… : 

14 Preliminary observations regarding Transformation Governance… Transformation Value Proposition Workforce Transformation Transformation Strategy Transformation Info & Technology Transformation Governance Transformation Operating Model

In summary… : 

15 In summary… Workforce Transformation Transformation Strategy Transformation Value Proposition Transformation Operating Model Transformation Info & Technology Transformation Governance

We are in the process of developing the GoC Service Transformation Alignment Roadmap… : 

16 We are in the process of developing the GoC Service Transformation Alignment Roadmap… Goc Service Transformation Vision` Align Prioritise New Transformation Project Portfolio Going in the right direction! GoC Current Service Environment Existing portfolio direction GoC Service Vision/Destination Existing portfolio GoC Service Transformation Vision/Destination Gain a collective understanding of the current transformation initiatives underway. Translate government priorities and strategies into an integrated service vision. Confirm current imperatives re service transformation. Confirm attributes of project portfolio and current portfolio direction. Realign project portfolio to minimize risk and enhance successful outcomes We are here! 1) Profile Transformation Projects 2) Confirm Service Transformation Vision and Imperatives 4) Realign the project portfolio 3) Map projects to the desired direction Optimize

The GoC Service Transformation Alignment Roadmap will enable effective leadership, management oversight and delivery of our service transformation initiatives… : 

17 The GoC Service Transformation Alignment Roadmap will enable effective leadership, management oversight and delivery of our service transformation initiatives… Management Oversight Service Transformation Leadership Service Transformation Delivery Provides greater clarity regarding service delivery mandates and accountabilities. Promotes more consistent client-centric service delivery approaches across the STIs. Supports the development of an integrated impact assessment of the STIs on Departments, highlighting capacity and capability concerns. Strengthens relationships between key service delivery organizations, departments and central agencies. Provides an integrated STI management oversight and accountability framework to advise Ministers and GoC executives Articulates how the STI ‘pieces’ fit together into a whole-of-government service transformation agenda. Provides an “early warning” system to identify horizontal STI issues and decisions required. Informs central agencies of the potential policy implications of the STIs. Provides clarity in direction for GoC’s future service transformation agenda Informs GoC leadership of horizontal capacity issues Leverages leading practices, lessons-learned, across the STIs. Demonstrates to Canadians that the GoC is continually striving to improve its service delivery approaches Promotes alignment with evolving government priorities.

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