1. Working Differently to Achieve Service Transformation
IPAC - Inter-organizational Coordination
August 20th, 2018 Workshop
Sony Perron, Associate Deputy Minister

2. Context
On August 28, 2017, the Prime Minister of Canada announced the dissolution of Indigenous and Northern Affairs Canada and the creation of two new departments.
Indigenous Services Canada has been given the mandate of improving the quality of services delivered to First Nations, Inuit, and Métis peoples.
While working on closing socio-economic gaps, ISC must work toward creating the condition to ensure that Indigenous peoples have control over their services and programs.

3. Indigenous Services Canada
Introduction
Indigenous Services Canada
A new department created to:
Improve quality of life of First Nations, Métis, and Inuit
Support high-quality services for Indigenous peoples
Facilitate the path to self-determination in all sectors

4. A new organization with a different role
When self-determination is a reality for all, this Department will no longer need to exist.
Greater emphasis on co-development and co-management.
Commitment toward service improvement and service transformation in all sectors.
Define priorities and processes with Indigenous partners using a distinction-based approach.
Developing different ways to work with Indigenous partners and other government organizations.
Changing the organizational DNA and supporting the employees.

5. Collaboration is a condition of success but traps can prevent us from becoming a real partner
Trap to avoid
Approach
Application
“That’s not in our mandate”
Explore and engage with key partner organizations based on their interests and priorities.
Build the necessity of collaboration and devolution in the mission statement and governance structure.
Empower leaders in the organization to explore issues from a partner perspective.
“Collaboration threatens our independence”
Differentiate operations and engagement practice from policy advisory role.
Value transparency.
Set space for key partners in organization governance.
Rely on co-development process leading to policy and program proposals.
Set open operational planning process.
“That’s too complicated / takes too long”
Acknowledge that the complexity on any given issue goes beyond organizational mandate.
Allow multi-stage approaches supported by relationship and scoping documents to guide the work.
“We have a committee for that”
Value collaboration at all levels.
Make collaboration an explicit selection and performance assessment criteria.
Engage partner organizations in staffing process.
Recognize partners as part of annual award process.