REVIEW OF INSTITUTE FOR CITIZEN CENTERED SERVICE

1. REVIEW OF INSTITUTE FOR CITIZEN CENTERED SERVICE Report to the Public Sector Service Delivery Council and the Public Sector Chief Information Officers Council REVIEW OF INSTITUTE FOR CITIZEN CENTERED SERVICE May 28, 2003

2. Background on ICCS • 1997: Citizen Centered Service Network (CCSN) released a series of reports, tools and recommendations aimed at improving citizen satisfaction with public sector service delivery in Canada, including the establishment of an Institute to sustain and develop its efforts • 2001: ICCS was established. Two models were considered: a) a legal model b) an organic model that would grow over time with a working group of seconded people • 2002: PSSCIOC and PSSDC Integrated Strategic Planning Framework recognized the need to strengthen ICCS and ensure sustainable funding • 2003: Joint councils included a review of ICCS as one of its priority work plan projects

3. Review of ICCS • The Joint Councils confirmed a review of the ICCS. A working committee was formed and tasked with: • Reviewing the ICCS Mandate and performance since its inception and report on findings; • Review funding issues associated with on-going sustainability of the ICCS; • Review organizational options and make recommendations; • Make recommendations to PSCIOC and PSSDC on the future of ICCS as an organization and how to build on-going sustainable support

4. Sustainability Issues • The working group met to initiate the ICCS review and consider issues related to sustainability. • Discussion centered around the following: • Mandate • ICCS Customers and Stakeholders • Governance • Legal Authority • Structure and Resources • Future Business/Revenue

5. Review of ICCS Mandate and Performance Mandate: In reviewing the mandate, the working committee considered whether the Institute’s mandate still reflects the needs of the service community especially that of the joint councils. Performance: ICCS has achieved significant results in: • Supporting Research • Common Measurements Tool • Gathering, Preserving and Disseminating Innovative Practices • Intangibles Details in Appendix 1

6. Mandate Recommendation The Committee concluded ICCS’ mandate was important and relevant with the following recommended modifications to provide greater clarity: • To serve as a world-class centre of expertise and a champion for citizen-centred service quality throughout the public sector; • To undertake research into citizens' expectations, satisfaction levels, and priorities for public sector service quality improvement; • To be the custodian of the Common Measurements Tool (CMT) and to provide a CMT data repository and benchmarking service for the public-sector; • To act as a repository, disseminator, and centre for the further development of innovative and good practices in citizen-centred service delivery; • To act as a platform for cross-jurisdictional initiatives promoting service quality improvement.

7. ICCS Customers and Stakeholders ICCS mandate is focused on the citizen-centred service delivery community suggesting that it serves a broader community. Issue: • Does the Institute only serve the councils? • Should it serve the broader service delivery community?

8. ICCS Customers and Stakeholders Conceptual Model • Community of Leadership The ICCS serves the PSSDC & PSCIOC. • Community of Practice The Canadian service community (i.e. departments, agencies municipalities, etc). • Community of Emulation International public service jurisdictions and private sector enterprises looking to emulate the work of the Canadian public sector.

9. ICCS Customer and StakeholderRecommendations • ICCS should continue to most directly serve and support the work of the joint councils. • Service to the Councils will keep the work of ICCS relevant to the needs of the service community. • Interaction with the larger constituencies, should broaden over time.

10. Governance ICCS is currently reporting to the PSSDC through the Research Committee, and has in the past also reported to the ICCS Steering Committee and the Executive Sponsor of ICCS (Art Daniels). Issue: Accountability structures need to be stabilized to provide a secure organizational sponsor and consistent leadership.

11. Recommendations • Incorporated ICCS as a legal entity (e.g. NGO) to enable it to carry out its mandate • Develop a five year sustainable financial/ business plan based on itscore businesses of: -citizen-centered research, -service delivery knowledge brokering, and -Common Measurements Tool benchmarking ICCS to: • Become self sustaining over the five years through its own resources (revenue from business lines and/or membership from joint councils) • Develop a governance and organizational structure reflecting the chosen legal entity and business plan and develop an implementation plan to execute the necessary structures.

12. Legal Authority ICCS’ current legal status limits it ability to operate as an independent organization Issue: The ICCS cannot pursue new lines of business because of its legal status. Without the ability to generate and retain revenue, the Institute continues to be dependent on jurisdictions for all of its funding.

13. Structure and Resources The ICCS has always been supported in large part through in-kind resources. This has been largely successful, but can cause delays if priorities in the donating jurisdictions change. Issue: • The size and scope of the ICCS activities are defined by its resources; • Until 2003/04 it had no core budget to advance its program. • PSSDC approved base funding for 2003/04

14. Structure and ResourcesRecommendations • slide deleted

15. Future Business/ Revenue The ongoing sustainability and growth of the Institute is dependent on its ability to maintain a stable funding model. Issue: • Exclusive reliance on jurisdictions for funding is not a sustainable strategy; • the Institute needs to consider alternatives in order to generate revenue.

16. ICCS Sustainable Funding Possible mechanisms for ICCS to generate revenue include: • Service fees for Common Measurements Tool benchmarking services; • Management fees for undertaking research projects; • Sliding fees for speaking engagements; • Membership fees for providing access to funded research; • Management fees for providing a platform for cross-jurisdictional projects.

17. How do we get from Here to There? Interim Model for ICCS • While the Committee felt there is an urgency to operationalizing a new governance structure for the ICCS, it recognized that change should come incrementally. The new legal framework for the ICCS should therefore be established within the next 12 months. • An interim structure and funding arrangement to guide the Institute until the legal framework and governance structure is in place is proposed.

18. Interim Governance • ICCS will continue to report to the Research Committee (which now reports to the Councils) until it has been established as a legal entity.

19. Interim Resource Requirements2004/05 and 2005/06 Overthe next two years, 5.5 FTEs are needed to deliver the core services outlined in ICCS’ revised mandate: • 0.5 Executive Director responsible for business development • 1.0 Manager responsible for the repository, conferences and speaking engagements, stakeholder management • 1.0 Manager, Common Measurements Tool • 1.0 Manager, Research • 1.0 Intern, Web Site management • 1.0 Support Staff 5.5   Total FTEs

20. Two Year Funding Strategy2004/05 and 2005/06

21. Discussion for PSSDC/ PSCIOC • Approval in-principle of the interim recommended model and two year transition strategy. • Mandate the Working Committee to report back at the Fall 2003 meeting with a legal structure identified, a governance model fully detailedand an outline of the financial/ business plan, for final approval.

22. ICCS Review Committee Lois Bain, Ontario Joan McCalla, Ontario Glen Sargant, Nunavut Jag Narasimhadevara, Nunavut Jocelyne Sauriol, Quebec Brian Marson, Treasury Board of Canada Victor Abele, Treasury Board of Canada

23. Appendix 1ICCS Achievements • Supporting Research • Common Measurement Tool • Gathering, Preserving and Disseminating Innovative Practices • Intangibles

24. ResearchICCS Achievements Citizens First The ICCS assumed responsibility for carrying on the research tradition of Citizens First. The ICCS has now completed Citizens First 3, which included: • Management of relationship with 18 financial partners; • Publication of a national report and summary report; • Delivery of jurisdiction-specific reports to the project’s financial partners; and • Communication of the report with the public. Taking Care of Business The ICCS is undertaking a new study into public service quality issues associated with the business community.

25. Common Measurements ToolICCS Achievements As custodian of the CMT, the ICCS has: • Assumed the role of Chair of the CMT Standards Board • Managed the development of CMT (version 2), including field testing and user manual • Developed the CMT Benchmarking database, including data transfer specifications; • Published a generic version of the “How To Conduct Customer Surveys” guide; • Consulted with the Government of Ontario and the Government of Canada on the development of CMT-related curriculum; • Consulted with various public-sector organizations undertaking CMT surveys; • Established relationships with CMT users in order to secure data for the benchmarking database.

26. Gathering, Preserving and Disseminating Innovative PracticesICCS Achievements The ICCS is working to provide a repository of good practices and resources supporting practitioners in citizen-centred quality service. As part of this effort, the ICCS has: • Launched a website rich in good practices and resources drawn from the Canadian and international service communities. Since September 2002 this site has had more than 10,000 visitors from more than 55 countries and 30 U.S. states; (www.iccs-isac.org). • Established a monthly newsletter to proactively disseminate this information. The newsletter now reaches more than 200 people; • Hosted two very successful conferences on good practices in citizen-centred service; • Spoken to approximately 35 audiences across Canada; • Published two articles in Canadian Government Executive magazine;

27. Intangibles ICCS Achievements • Collaboration: The ICCS acts as a collective vehicle that binds cross-jurisdictional stakeholders together in common efforts. • Focus: The ICCS is able to concentrate its efforts on deliverables associated with the citizen-centered service agenda. • Independence: The ICCS is in a position to act as an “honest broker” in conducting and promoting research and advocating programs . • Continuity: As an independent and collective entity, the ICCS provides a stable vehicle to preserve knowledge and accomplishments and bridge periods of instability.