Joint Priority Project #2: Service Visions and Mapping

1. DRAFT Joint Priority Project #2:Service Visions and Mapping Presentation to PSSDC/PSCIOC Winnipeg, Manitoba, September 28, 2004 By: Industry Canada Ontario Ministry of Consumer and Business Services

2. Background – What is BTEP? • Business Transformation Enablement Program (BTEP) • Business process analysis tool for studying service from the client perspective • Designed to facilitate client-focused service transformation • Seamless access to services across departments, jurisdictions • Identify opportunities for bundling, alignment, streamlining and harmonization • Integration focus -- common and shared services • Why use BTEP? • Common language: Defines services and provides an awareness of service delivery from a client perspective • Provides the Big Picture: Method for understanding how services across departments and jurisdictions impact clients • Guides operations and policy decisions: Identifies service overlaps and redundancies within and across jurisdictions • Service Transformation: Supports bundling of services and potential joint delivery of service

3. Benefits of BTEP • Client Focus • Deconstructs service based on the experience of the client • Objectivity • Focus on client helps to objectively identify service overlaps and opportunities for streamlining and harmonization • An objective assessment of government’s impact on clients • Policy Analysis • Understanding service overlaps helps to better understand the policy context for service. • Examples: • Regulation (permits and licenses) • Social Benefits (seniors)

4. Background: How does BTEP work? • Four basic tools • Government Strategic Reference Model (GSRM) • A shared language for describing service • Fields for service deliverers and service receivers • 19 generic terms for types of client outputs (interventions, periods of permission, findings, etc.) • Public Sector Business Model (PSBM) • Puts GSRM in context of governance and performance measurement • Transformation Framework • Scopes the “as is” and “to be” views of service delivery • Helps define the service architecture and provides the map for change • Vision, Opportunities, Business Cases • Service visions build on the previous three tools to define the end-state for service transformation and fuel the identification of opportunities and the development of business cases. If a picture is worth a thousand words, then a business model is worth a thousand pictures. TBS BTEP Synopsis, 2004

5. Example: Halton Project • Application of BTEP to starting a restaurant in Halton • Goals • Test the BTEP methodology and report on success • Lay a foundation for further mapping • Identify possible opportunities for horizontal collaboration • Involved federal, provincial, and municipal representatives • Mapped all of the government services that could be required to start a restaurant in Halton

6. Halton Project Commitment Workshops / Time Investment • Workshop 1 = 2.5 days, Oct 21-23, 2003 • Purpose: scope work and develop ‘as is’ model of services (in Ottawa) • Workshop 2 = 2 days, Dec 9 &10, 2003 • Purpose: alignment exercise leading to catalytic opportunity identification (in Halton) • Workshop 3 = 2 days, Jan. 13 & 14, 2004 • Purpose: scope catalytic opportunities; develop ‘to be’ models and strategy statement (in Toronto) • Considerable investment of time and expert knowledge, involving key staff from all three levels of government • Mapping process is labour intensive – requires up-front commitment and shared goals • Information on implementing BTEP is limited, but high degree of expertise is required

7. Halton Project – Results • The BTEP process identified: • Areas of overlap among jurisdictions or service areas • Common service outputs by jurisdiction and type • Alignment opportunities included: • Alignment of information services at key points • Alignment of service delivery in key areas • Common client information, registration • Common compliance and monitoring • Pros • Very powerful suite of tools and procedures • Participants found that the BTEP process made sense • BTEP brings together disparate programs and services and considers them in a standardized way • Cons • Highly complex process • Limited support and resources for applying the methodology • Difficult to document and standardize the communication of process outcomes because of the diversity of tools required.

8. Bed and Breakfast Permits and Licenses Business/Service Process Points Ongoing Projects - BizPaL • BizPaL Permits and Licenses Project • Has been developed based on service mapping • Has used the BTEP methodology in six jurisdictions to map permit and license services • Mapping by industry sector – client focus • Mapping according to consistent definitions – industry classification codes • Mapping according to common understandings – shared definitions of service activities • BizPaL will use BTEP in development and the ongoing engagement of new partners • An experiment in BTEP • Opportunity to continue advising Joint Councils of successes in implementation

9. When is BTEP most useful? • Focused assessment of a perceived opportunity • Review service delivery in an area where departments or jurisdictions feel that they can bundle or streamline • Focused assessment of the service outputs to a client segment • Review of client service outputs and delivery systems to a specific client segment (ie: start-up businesses, seniors) • Focused assessment of a shared function • Review of client outputs and service delivery in a specific area of servcie (ie: permits, incorporation, transport)

10. What environmental factors are needed? • An understanding of the implications and a commitment to the outcomes • Support from champions • Support from a policy agenda and acceptance of policy implications or an operational imperative • Possibility for consensus on change among stakeholders

11. What could help in the future? • Access to BTEP expertise and knowledge • A common set of tools, including reporting tools • Consensus on such issues as the depth of application required to identify opportunities • A clearinghouse of BTEP information and analyses

12. Possible Next Steps • Form a working group or sub-committee tasked with exploring shared needs for BTEP resources • Develop a 12 month work plan • Identify goals • Identify and assemble resources/assets • Identify needs • Prepare a proposal for implementation for approval and resource allocation