MTCU Focus Group Overview

1. MTCU Focus Group Overview SDAG Committee • DRAFT • November 15, 2007

2. Overall Project Scope • A current state assessment of employment and training services across channels (in person, web, voice channel) • Identification of leading practices in both employment and public sector service delivery, including information and referral services • Employment Ontario Service Delivery Framework, including considerations for Enhanced Information and Referral • Implementation planning including timing, roles, culture and change management

3. Our approach for the overall project • The high-level approach, detailed below, will focus on identifying client needs and leading practices in other markets to develop the Employment Ontario Service Delivery Framework and implementation approach. • Relevant client segments (end users) • Needs across channels and touchpoints • Current experience • Future state desires • Clients • Needs Across Channels • Leading practices in other relevant organizations • Stakeholder needs • Environmental scan (current / future) • Required partnerships and linkages (ie, PSE) • Trends • Leading Practices in Service Delivery • Service vision, principles, and strategies • Client Value Proposition* across segments • Training approaches across stakeholders • Capabilities across channels (in person / web / phone) • Standards / outcomes (Value / Effectiveness / Efficiency) • Roles, responsibilities, organization • Employment Ontario • Service Delivery Framework • Governance across stakeholders • Evaluation framework / KPI’s / Critical success factors • Implementation Roadmap, (operations / resources) • Alignment and integration of service delivery • Culture requirements and plan • Links to other initiatives • Continuous improvement (Incl Phase 2 plan) • Implementation • Governance and Growth *Refers to the value created for clients by different programs and services

4. Preliminary Service Delivery Framework Components • The diagram below may suggest how the Service Delivery Framework will evolve*. Sets the overall direction and governance approach for Service Delivery including the mission, vision, goals and principles to ensure that client priorities are met Service Strategy Identifies the balance between the outcomes and cost effectiveness associated with providing services to clients. This understanding can then be used to develop differentiated service delivery options for clients Service Value Why? Defines how the Service Delivery Framework will be put into operation. Some elements included in operations are programs and services, service standards, services, channels, performance measurement, and partner relationship management What? Service Delivery Key service delivery enablers include information management, common processes, communication and organizational culture and capabilities Service Delivery Enablers How? *The development of this framework will incorporate the Service Delivery Framework Guiding Principles

5. Examples of components that may form the basis of the Service Delivery Framework SERVICE DELIVERY FRAMEWORK COMPONENTS DESCRIPTION Service Delivery Strategy Starting with the Vision, mission, goals and principles, the strategy articulates an approach to value, operations, and the use of enablers within the current government’s priorities. STRATEGY Governance A governance approach that outlines the authority, accountability and responsibilities for sustaining integrated service delivery including contract management, funding and reporting. Leadership and decision making structures will be addressed as will an approach to ensure continuous improvement. Service Value The approach to balancing the outcomes that clients derive from services against the cost effectiveness of delivering these services VALUE A portfolio view of programs and services to align common elements, integration points, capabilities, gaps and overlaps within service delivery. Programs and Services An approach to balancing efficiency and effectiveness across channels, geographies, service providers, client experience stages and by program. Service Standards An approach to measurement defined by channel, service provider, program, service and geography guided by standards and benchmarks. Measurement should also reinforce continuous improvement Measurement of Service Standards SERVICE DELIVERY An approach to the use and integration of different channels to deliver services. i.e. transaction or information vs. consultative, escalation, efficiencies and client segments Channel Strategy Partner Relationship Management An approach to managing the relationships with other Ministries, service providers, local community groups and divisions within the MTCU such as PSE to deliver services that are coordinated and seamless. Organization & Communication The functions, skills, tools, roles and training required for both the organization and the individuals delivering services and the culture, incentives, information needs and environment. Operational Processes Common processes that are supported by technology, consistently measured against standards, and regularly improved through innovation ENABLERS Information Management Defines the information and content required to support Service Delivery by program, channel, customer (case), and process, and consists of the tools required to collect, transact and report on it.

6. Programs and Services Clients (illustrative) Channels (illustrative) Service Providers (illustrative) Geography Examples of perspectives or “lenses” that may guide the development of the Service Delivery Framework POTENTIAL LENSES SERVICE DELIVERY FRAMEWORK COMPONENTS Service Delivery Strategy STRATEGY Governance Value VALUE Programs and Services Service Standards • Refers to accountable mandates designed to address recognized needs of eligible target groups, and the supporting services: • Apprenticeship Client Services • Co-op Apprenticeship • Apprenticeship Training • Ontario Youth Apprenticeship Program • Pre-Apprenticeship • Literacy and Basic Skills • Loans for Tools • Job Connect • Summer Jobs Service • Apprenticeship Training Tax Credit • Adjustment Advisory Program • Local Boards • Skills Development • Targeted Wage Subsidy • Self Employment • Job Creation Partnership • Employment Assistance Services • Refers to different segments of Individuals or businesses who receive employment-related services that are funded either directly or indirectly by the Ontario Government: • Special needs groups (e.g. aboriginals, francophones, the deaf, etc.) • EI recipients • Job seekers • Employees • Employers • Apprentices • Journeypersons • Others • Refers to the different ways in which citizens can access training and employment services: • Web • Voice • In-person • E-mail • Chat • Mail • Fax • Text • TTY • Refers to government-funded organizations that deliver employment-related services: • Colleges • School boards • Not for profit • For profit (“Social Enterprise”) • Refers to geographic regions: • North • East • Central • West Measurement of Service Standards SERVICE DELIVERY Channel Strategy Partner Relationship Management Organization & Communication Operational Processes ENABLERS Information Management

7. Overview of Questions for Service Providers • In preparation for the focus group, please consider the following questions: • Focus Group Question Topics: • Is the Employment Ontario Service Strategy and Promise Clear and Compelling ? • How effective is the Employment Ontario brand? • What do clients value from MTCU services? • How are client and service provider needs across channels evolving ? • What is the Ministry doing well in terms of service delivery? • What if anything prevents you from delivering service? • Do you have the “right” kind of relationship with various MTCU contacts ? • How should MTCU best evaluate your performance ? • What opportunities arise from these strengths or challenges?