The document discusses Canada's journey toward citizen-centric service delivery. It outlines how the expectations of Canadians for accessible, timely, and high-quality public services have driven governments to adopt strategic responses like establishing single-window access points, improving timeliness through automation and service standards, investing in staff training, and collaborating across jurisdictions. The evolution of integrated service delivery models in Canada is presented as a way to provide seamless, multi-channel access to related information and services.

1. Roda McInnis Contractor
Institute for Citizen Centred Service
The move to Citizen Centric Services in Canada
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2. Citizen-Centred Service
Delivery:
Canada’s Journey
Roda McInnis Contractor
Institute for Citizen-Centred Service
Regina, Saskatchewan, Canada
April 24, 2012
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3. Agenda
• Introduction
– Institute for Citizen-Centred
Service
• The Service Delivery
Agenda in Canada
– Meeting Expectations of
Canadians
– “Citizen-Centred” Service
– Drivers of Satisfaction
– Service Delivery Strategies
• Access
• Timeliness
• People and Culture
• Innovation and Adoption
• Lessons Learned
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4. Who Are We?
 Institute for Citizen-Centred Service (ICCS) is a not-
for-profit organization created and supported by the
three orders of government in Canada
 What we do:
 Support two National Service Delivery Councils
 Public Sector Service Delivery Councils
 Public Sector Chief Information Officer Council
 Manage an inter-governmental action research agenda
 Gather, preserve, disseminate knowledge and innovative practices
 Provide universally applicable tools and learning content:
• Common Measurements Tool
• Service Certification and Learning Programme
 Build public sector capacity
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5. We start with research
• Citizens First
• Regular national study of
Canadians’ views of service
delivery:
– Service Expectations
– Service Quality (specific
experience)
– Service Reputation
– Drivers of Satisfaction
– Longitudinal Benchmarks
• Taking Care of Business
• Answering the Call
• Clients Speak
• Public Sector Service Value
Chain
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6. Citizens’ Expectations of
Service Quality
Citizens recognize that government Still, they expect as good or
task is more difficult... better service from
government
percent percent
60 60
50 50
40 55 40 57
30 30 40
20 20
10 24
22 10
3
0 0
Easier Same More Better Same Worse
Difficult
Do governments have an easier What quality of service should
or more difficult task you get from governments,
than the private sector? versus the private sector?
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7. Trends in service quality, 1998-2010
Citizens First:
Service 18 federal
Quality services
(1-100)
TCOB:
equivalent
services
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8. The Concept of
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)
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9. Five drivers are the key to
customer satisfaction
The research shows that five drivers account for customer
satisfaction across the full range of Canadian government
services:
– Ease of access
– Timeliness: the single most important driver
across all services and all governments
– Staff: Customers appreciate knowledgeable staff
who treat them fairly, “go the extra mile", and make
that extra effort
– Positive outcome: “I got what I needed”
– Citizens’ recent experiences with public
services
All jurisdictions 8
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10. Five Drivers of Satisfaction
• When all five drivers are performed well, service
satisfaction scores 87 out of 100
• When one driver fails the score drops to 74/100,
when four fail – 37/100 (CF3)
• Timeliness is most important driver across all
services
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11. Key Responses by
Canadian Governments
• Access • Knowledge/Extra Mile
– Single Window Service – Job redesign
Agencies/Departments – Training, training, training
– Co-located services – Tools
– Relocation of offices – Compensation
– “No Wrong Door” – Recruitment
– Multi-channel service (web, – Transition to a service
in-person, phone) culture
• Timeliness • Fairness
– Automation (e-government) – Values and ethics training
– Self-service • Outcomes
– Service standards – Performance measurement
– Process redesign • Customer service
measurement using
CMT
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12. Access is a Key Issue
•Finding the Service
•Accessing the service
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13. The Strategic Response - Access
• The last decade has witnessed a movement nation-wide to respond to
demands of Canadians for services that meet their expectations for service
excellence, that is “easy to find, easy to understand and easy to use”
• Key responses by governments:
1.Single Window Service Departments/Agencies
ServiceOntario (2004)
Service New Brunswick (Crown Corp. 1992)
Access Nova Scotia (mid 1990s)
Services Québec (2002)
Service B.C.(2000)
Government Services NL (2003)
Access PEI (late 1990s)
Service Canada (2005)
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14. The Strategic Response - Access
2. Whole of Government
“No Wrong Doors” or
Service Improvement
Initiatives. e.g.
Federal Government,
Quebec, Manitoba, Alberta,
Saskatchewan, Regions of
Peel, Waterloo, Halton, and
various large municipal
governments.
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15. The Strategic Response - Access
3. Increased deployment
of integrated (joined-up)
service delivery units
(e.g. Regional Health
Authorities, Social
Services, Business
Services, Post Secondary
Training and Regulatory
Agencies).
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16. The Strategic Response - Timeliness
• Service standards for
common services
• Service Guarantees
• E-Government
– Information
– Submission
– Transactional (file,view,pay)
– Multiple services (My
Account) http://www.cra-
arc.gc.ca/esrvc-
srvce/tx/ndvdls/qckccss/men
u-eng.html
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17. The Strategic Response - Timeliness
4. Investing in and leveraging Information Technology
• On-going and increased use of multi-channel service
delivery systems (Web, Phone, in-person) and
citizen/customer relationship management tools (CRM,
case management systems)
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18. The Strategic Response - Staff
5. Investing in staff to:
- Improve service
- Create and nurture a
strong “service” culture
- Improve knowledge, skills
and ability of front-line,
supervisors and managers
- Pay for knowledge
- Provide tools to get job
done
- Manage change well
- Professionalize Service
Management
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19. The Strategic Response – Staff
Knowledge / Going the Extra Mile
• Building a strong service culture
– Service Canada – Service Canada College
– ServiceOntario – Living the Brand
– Region of Peel – “Common Purpose”
– ICCS – Certification and Learning Program
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20. The Strategic Response –
Central Management within Jurisdictions
6. Central Policy Ontario – Service Directive 2009
Framework. All ministries must:
• Adopt and meet the OPS Common
– Service policy, guidelines Service Standards
and/or standards • Establish and communicate, to
– Performance Measurement customers, program-specific service
standards for services offered
• Improvement Targets
• Obtain Treasury Board/Management
• CMT Board of Cabinet approval if proposing
• Customer Service to adopt a Service Guarantee
Standards • Monitor and measure the quality of
• Annual Performance service provided
Measurement and • Communicate to customers the actual
Reporting quality of service provided
• Identify and implement service
• Senior and Middle improvements
Management Performance
• Adhere to all relevant legislative
Management requirements
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21. The Strategic Response - Collaboration
7. Promoting Innovation,
Adaptation and Adoption
– Create infrastructure and
networks to foster
collaboration,
benchmarking and learning
• Public Sector Service
Delivery Council
• Public Sector Chief
Information Officer Council
• Institute for Citizen-
Centred Service
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22. The Strategic Response –
Inter-Jurisdictional Collaboration
Cabinet
Secretaries
Public Sector
Service Delivery
Council (PSSDC)
Federal/Provincial/
Territorial Deputy
Joint Councils
Ministers’ Table on
Service Delivery
Collaboration
Public Sector
Chief Information
Officer Council
(PSCIOC) Institute for
Citizen-Centred
Service (ICCS)
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23. Common Patterns of Evolution in the
Canadian Service Delivery Journey
• Impetus
• Cost containment, economic development, competitiveness, service improvement,
political visibility
• Weak, limited mandates are strengthened
• Co-location, cooperation, collaboration, integration
• Cooperation to department to agency to crown corporation
• Centralization of registries, focus on business and basic transactions
as base of revenue and investment
• Land titles, property, companies office, vital statistics
• Re brand as Single Window Service (in person, web, call-centres)
• Capabilities mature, breadth and depth of services expanded
• Organization culture transformed, demonstrated delivery and cost savings,
government moves more services to service agency/department
• Organizations are asked to deliver services in non-traditional fields
• Shared IT and HR Services
• Workplace, Employment, Labour
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24. Integrated Service Delivery in
Canada : A Model
Multi
Seamless Services
Channel
Single-window access to
related information, referral
Integration
and services across
jurisdictional lines
Full CRM Capabilities
One Stop (e.g. CRA My Account)
Shops
Convenience and
access to wide Integration of
Purpose range of related and two or more
unrelated services Channels
No Channel
Integration
Gateways
Single window
Info & Referral
Delegated Delegated
Owner Co- Shared Delivery Delivery through
Delivered location Delivery through another Service
Corporate Provider
Structure Service Utility
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25. Lessons Learned
• Visionary leadership is essential
• Listening to the voice of the citizen (i.e. service
expectations and actual experience) is vital
• Research must be action-based
• On-going measurement is critical to facilitating
adjustments and sustaining engagement.
• Success rests on developing, nurturing and sustaining a
spirit of community of partnership and collaboration
• Creation of a neutral platform for horizontal collaboration
such as the ICCS is very important
• Need to innovate, try new business processes, utilize new
technologies, experiment with new business models, take
risks.
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26. Contact Us
Institute for Citizen-Centred Service (ICCS)
Website: www.iccs-isac.org
Email: info@iccs-isac.org
Telephone: (1) 416-327-0786
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