Public Service Research and Innovation: A Quest for Sustained Service Delivery

1. Public Service Research and Innovation:A Quest for Sustained Service Delivery Presentation to the CAPAM Conference in Pretoria South Africa – March 2013 Daniel Leclair, Director General, Service Integration, Public Works and Government Services Canada (PWGSC)

2. Purpose and Agenda • To present how a large governmentdepartmentistransformingthrough a client service strategywithenhanced client focus and renewed service offerings • Agenda • Public Works and Government Services (PWGSC) at a glance • Key Components of the Client Service Strategy • Renewed Service Offerings • Change Vectors and TransformationalElements 2

3. PWGSC - A Canadian Federal Government Department • Mission: To deliver high-quality services and programs that meet the needs of federal organizations and ensure sound stewardship on behalf of Canadians • Mandate: Common service agency in the areas of contracting, real property, translation, public accounts, pay and pension and other administrative services.

4. PWGSC Facts • Injects more than $14 billion annually into the Canadian economy through government procurement; • Provides accommodation to more than 265,000 public servants in 1,855 locations across Canada; • Provides translation and interpretation services for more than 1,700 parliamentary sittings and parliamentary committee meetings, and translates more than one million pages of text on behalf of other federal organizations; and • Handles over $2 trillion in cash flow transactions as the Receiver General for Canada. • 12 700 employees 4

5. PWGSC’s Client Service Strategy • Launched in the spring of 2010 • Phase I: 2010-13 – Building the Foundation • Phase II: 2013-16 – Integration, Engagement and Outreach • Vision: To position the Department as an integrated, innovative service organization. • Objective: To improve client service through integrated transformation initiatives, deeper client engagement and stronger client service culture, in order to deliver high quality value-addedservices to clients. • This Strategy is a department-wide initiative co-developed and implemented by each branch and region through their transformation initiatives. 5

6. PWGSC’s Client Service Strategy Renewed Service Offering Enhanced Client Focus Comprehensive Service Agreements Integrated ClientEngagement Clients Clear Service Standards Increased ClientSatisfaction Innovative Service Offerings Client Service Culture 6

7. Enhanced Client Focus • Client Engagement • Consult and regularly engage clients at all levels on priorities and projects. • Identify opportunities for department-wide client relationship management (CRM) solutions. • Client Satisfaction • Improve client satisfaction measurement through a more effective use of business intelligence and through rationalized and harmonized satisfaction assessment tool • Deploy a robust Client Barometer to track client satisfaction and ensure follow-up. • Client Service Culture • Build a culture of client service excellence focused on • employee engagement and continuous improvement. • Launching a client service competency for use in staffing, • training and performance measurement.

8. Renewed Service Offerings • Departmental Service Agreements (DSAs) • Build effective and efficient partnerships • Clarify roles and expectations between clients and PWGSC • Facilitate strategic discussions • Service Standards • Publish clear service standards, and results, adapted to evolving needs. • Strengthen commitment to service excellence and continuous improvement • Service Offerings • Ensure all services are well-defined clearly communicated, • accessible via a variety of service channels and adapted to evolving • clients’ needs. DEPARTMENTAL Service Agreement 2011 - 2016

9. Examples of Renewed Service Offerings • Canadian Innovation Commercialization Program • Workplace 2.0 • Transformation of Pay and Pension Administration • Translation Bureau Transformation 9

13. Workplace 2.0 • Government-wide initiative to create a modern workplace that will attract, retain and enable public servants to work smarter, greener and healthier to better serve Canadians • The Workplace 2.0 vision for workplace renewal is defined by three pillars: • The Workplace • The Back Office • The Way We Work

14. Pillars of Renewal of WP2.0

15. Demonstration Site191 Promenade du Portage, Gatineau, QC

16. Transformationof Pay and Pension Administration • Part of Government of Canada's broader effort to transform its aging information technology (IT) system and service delivery • Pay Modernization Project • Consolidation of Pay Services Project • Pension Modernization

17. Translation Bureau Transformation Initiative • 4 pillars of efficiency • Procurement reform • Consolidation of office space and expansion of telework • Development and adoption of translation-related technologies • Administrative processes simplification People – Processes - Technology 17

18. Change Vectors • Full integration and harmonization of Client Service Strategy within branch/regional priorities and transformation initiatives. • Enhanced staff engagement through the Client Service Competency and the integrated employee engagement, communications and learning framework. • Increased client engagement to strengthen partnerships and trust and to co-develop integrated solutions. • Deeper transformations through enhanced use of technology and streamlined processes. • Client-centric and wellness culture. • Enhanced local, regional, federal and international collaboration. 18

19. Key Transformational Elements People Processes Technology Mission, Values and Ethics