1. Treasury Board of Canada Secretariat
The Future of E-Government- a Citizen-Centred Perspective OECD E-Leaders Conference The Hague, March 2008
Brian Marson
Senior Advisor
CIO Branch
Treasury Board of Canada Secretariat

2. 1. Citizen-centred Service

3. What is Citizen-Centred Service?
“Citizen-Centred Service incorporates citizens’ concerns at every stage of the service design and delivery process; that is, citizens’ needs become the organizing principle around which the public interest is determined and service delivery is planned.”
-Deputy Ministers’ Task Force on Service
Delivery Models (1996)

5. 2. Looking Back at 10 Years of Citizen-Centred Service and E- Service

6. The Evolution of the Canadian Service Agenda
GoC Service
Transfor-
mation
Initiatives
GOL launched (1999)
Service Improvement Initiative (2000)
Service Visions & 1st ST Initiatives (2004)
Service Canada (2005)
GOL Sunset (2006)
Service Maturity
Time
1st Wave to IT-SSO
Starts ( )
TBS studies shared services ( )
CISD recommendations to Ministers ( )
Expenditure Review (2004)
In-depth CASS analysis (2005)
Internal
Services
External
Services

7. What was unique about Government OnLine?
Whole of Gov’t
Citizen Centric
BizPaL
Setting of and Measurement of Targets
Public Opinion
Research
Cross
Jurisdictions
The
Internet Panel

8. Listening to Canadians

9. From Research to Results

10. The Government of Canada Has Achieved
What Have We Achieved?
The Government of Canada Has Achieved
a 12% Improvement in Citizen Satisfaction Compared to Citizens First 1998(18 Core Services )

13. The E-Channel Achieves the Highest Citizen Satisfaction Scores

14. Looking Back: Some Lessons Learned
For four decades, surveys show citizens want: (1) better access to services and (2) improved service delivery;
Central to Canada’s success is a results-driven, citizen/client-centred service satisfaction strategy, balanced by the need to improve efficiency for taxpayers, to maintain visibility for politicians, and to achieve good working environment for staff;
Action research has been an essential foundation for Canada’s public sector service improvement results;
Collaboration can improve service and reduce costs;
Going forward, stronger governance arrangements, collaborative platforms, and political support are needed to unleash the potential of technology and service collaboration;
New technology needs to be harnessed in a citizen-centred way, and effectively integrated with existing delivery systems and channels;
Employee Engagement, Service Delivery and Public Trust are connected (The Service Value Chain)

16. Research Findings- Service is an Important Driver of Public Confidence

17. Equipped to tackle successfully new transformation challenges
Celebrate
Leverage
Success
and
Assets
GOL
&
SII
To strengthen results
Equipped to tackle successfully new transformation challenges
GoC Service Transformation Initiatives
Policy Suite Renewal
Service Transformation Alignment Directional Roadmap

18. Program of Change (5 – 7 Years)
Where are we going next?
Service
Transformation
Public Service
Value Chain
MODERNIZE
MAINTAIN
TRANSFORM
Increase program and service delivery capability
Prevent productivity loss and asset deterioration
Process and asset utilization improvement
Engaged
&
Supported
Employees
Internal
Services
External
Trust
Confidence
Citizen
Service
Satisfaction
Identity Management
Policy Suite
Renewal
Grants &
Contributions
14 DIRECTIVES
18 STANDARDS
3 GUIDELINES
15 DIRECTIVES
1 STANDARDS
21 GUIDELINES
People
Framework
6 POLICIES
Financial
Management 3
POLICIES 8
DIRECTIVES 1
STANDARD 15
GUIDELINES
7 DIRECTIVES
7 STANDARDS
2 GUIDELINES
Assets &
Acquired Services
Official
Languages
3 POLICIES
9 DIRECTIVES
2 STANDARDS
5 GUIDELINES
5 POLICIES
Governance and Expenditure
Management Framework
Compensation
4 Policies
linked to
Foundation
PROPOSED SET OF TB POLICY
INSTRUMENTS M
other Of
All F
ramework
Values and Ethics
Code for the Public
Service
12 Policies
4 POLICIES
POLICY
Information and
Technology
5 DIRECTIVES
22 STANDARDS
SECURITY CONTEXT
SERVICE DELIVERY
CONTEXT
IDENTITY MANAGEMENT
International requirements
Identity proving
Authentication
PKI
Biometrics
Standards
National Security and Government Security Policy
Privacy
Common and Shared Services
Service Transformation
Document Integrity
Multi-Jurisdictional Services
Unique Identifiers
Input from
Blue Ribbon Panel
BUSINESS CHALLENGES
RECIPIENTS
SERVICES
PROCESSES RULES DATA
SUBJECT
MATTER
EXPERTS
Pathfinders (18 months)
Program of Change (5 – 7 Years)
G & G Program Resources

19. 3. Looking Forward: Towards a Next-Generation Service Delivery Strategy

20. Identity
Management

21. Identity Mgt

24. Personalizing Service
Focusing on individual client needs
Providing one personal account across all levels of government
Supporting proactive services
E-Charter (Netherlands) “Government supplies appropriate information tailored to my needs.”
Mypage (Norway) customized public service web portal and virtual service office
My eCitizen (Singapore) customized home pages and alerts allow access to government and private sector services
Canada - MyAccounts, BizPal

35. Some Potential Elements of the Next-Generation Service Agenda
Listening to and Engaging Citizens and Clients: Government service strategies are based on regular research and consultation with citizens and clients, and on citizens’ priorities for improvement
Next-generation Service Policy embodies a results-based approach to: external service; internal service; integrated, one-stop service; cost-effective channel management, and strikes a balance between excellence in service outcomes for clients and cost-effectiveness for citizens .
Improving Access for Citizens and Business “No wrong door” across the public sector, underpinned by an e-data base (311, 211 etc) and N11-integration;
Integrated Service Delivery and Integrated Channel Management -expanded one stop shopping, both “department stores” and “boutiques”. Focus on improving telephone service and on integrating T-service with E-service; Web 2.0 applications are applied to internal management, external service, and citizen engagement;
Personalization and Customization: the Internet is used to personalize and customize service to individual client needs;

36. Some Potential Elements of the Next-Generation Service Agenda
6. Horizontal Governance and Service Collaboration: collaborative platforms and new governance arrangements are developed within and across governments
7. Internal Service Transformation focussed on cost-effective e-solutions, and on measuring and improving internal client satisfaction
8. The Service Value Chain: public organizations use the SVC concept to link, measure and improve employee engagement , service outcomes and public trust and confidence
9. Results Measurement and Benchmarking: shared ways of measuring service performance emerge internationally and benchmarking occurs across the public sector (e.g the CMT& MAF)
10. Training and Development: Public sector service delivery becomes a profession based on a growing empirical body of service management knowledge (