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

1. Citizen-centred Service

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)

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

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 (2005-2006) TBS studies shared services (2001-02) CISD recommendations to Ministers (2003-04) Expenditure Review (2004) In-depth CASS analysis (2005) Internal Services External Services

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

Listening to Canadians

From Research to Results

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 1998-2006)

The E-Channel Achieves the Highest Citizen Satisfaction Scores

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)

Research Findings- Service is an Important Driver of Public Confidence

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

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

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

Identity Management

Identity Mgt

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

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;

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 (www.iccs-isac.org)