Brian Marson Senior Advisor CIO Branch Treasury Board of Canada Secretariat

1. The Future of E-Government- a Citizen-Centred PerspectiveOECD E-Leaders ConferenceThe 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. In-depth CASS analysis (2005) GoC Service Transfor- mation Initiatives 1st Wave to IT-SSO Starts (2005-2006) GOL Sunset (2006) Expenditure Review (2004) Service Maturity Service Canada (2005) CISD recommendations to Ministers (2003-04) TBS studies shared services (2001-02) Service Visions & 1st ST Initiatives (2004) Service Improvement Initiative (2000) GOL launched (1999) Time The Evolution of the Canadian Service Agenda Internal Services External Services

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

8. Listening to Canadians

9. From Research to Results

10. What Have We Achieved? The Government of Canada Has Achieved a 12% Improvement in Citizen SatisfactionCompared to Citizens First 1998(18 Core Services 1998-2006)

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

14. Looking Back: Some Lessons Learned • For four decades, surveys show citizenswant: (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 Service Transformation Alignment Directional Roadmap Celebrate Success and Assets GOL & SII To strengthen results GoC Service Transformation Initiatives Leverage Policy Suite Renewal

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