Transcript No Slide Title

REVIEW
OF INSTITUTE
FOR CITIZEN
CENTERED SERVICE
Report to the Public Sector
Service Delivery Council and
the Public Sector Chief
Information Officers Council
May 19, 2004
1
Background

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: PSCIOC 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


2
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 ongoing sustainable support
3
Summary of Findings / Decisions (1)
Beginning in May 2003, the ICCS Review Committee
reported to the Joint Councils three times, leading to
the following conclusions and decisions:
• ICCS has achieved significant results in advancing public-sector
service quality;
• Councils endorsed the ICCS mandate and its continued focus on
supporting the work of the Councils;
• Fulfilling mandate will require additional resources and a level of
financial support that may not be sustainable within existing
informal model;
• Councils accepted the 3-year business plan, and committed to
funding the ICCS through the end of 05-06, while the ICCS begins
to offset resource requirements through revenue-generating
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activities;
continued…
Summary of Findings / Decisions (2)
continued…
• Existing organizational structure will not permit ICCS to retain
revenues or control intellectual property;
• Councils endorsed the committee’s recommendation that a NotFor-Profit corporation was best organizational option, balancing
issues of sustainability, shared governance, and future growth;
• Councils asked that the committee return with details about the
process of incorporation, including issues of governance,
membership, accountability, and any legal limitations.
5
ICCS Performance
ICCS has achieved significant results in:

Managing Inter-governmental Research
– Citizens First 3;
– Taking Care of Business

Common Measurements Tool
– Version 2; Benchmarking Database

Gathering, Preserving and Disseminating
Knowledge and Innovative Practices
– Web site; learning events; curriculum

Building Capacity
– Collaboration; Focus; Independence; Continuity
6
ICCS Benefits
ICCS has achieved significant benefits for its
partners, for the broader public sector in Canada,
and for the citizens of Canada:





The ICCS is unique in the Western democracies, and is
being considered for emulation by the UK Cabinet Office;
Has reduced the costs of research to the individual
jurisdictions, and allowed small jurisdictions to have the
benefit of the research;
Allows jurisdictions to learn from each other, and not
reinvent the wheel;
Allows jurisdictions to access expert knowledge in
improving service to citizens;
Has helped the public sector in Canada to improve citizens
satisfaction with public sector service- the only country to
do so.
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ICCS: Contributing to Canada’s Service
Improvement Success
Canada’s Improving Public Sector
Service Reputation
Citizens First-3, 2002
75
53
57
59
56
47
50
50
51
51
47
1998
2000
2002
Service
quality
25
0
Municipal
Prov/Terr
Federal
Copyright ICCS-ISAC 2003
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The Broader Public Policy Significance
of Improving Service
Improved service delivery
-- means better approval ratings for government
•Citizens who are
satisfied with
service are three
times more likely to
approve of
government
performance
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5
Overall
Overall
Government
Government
Performance
Performance
Rating
Rating
•Issues related to
service delivery
make up almost
40% of the reasons
for approving of the
government’s
performance (CIO,
(CIO, 2000)
2000)
4
3
2
1
0
1
2
3
4
5
6
7
Overall
OverallService
ServiceQuality
QualityRating
Rating
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Source: Canada Information Office, 2001
Mandate
The Joints Councils endorsed the ICCS mandate with
minor modifications (May 2003) :
 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 publicsector
 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
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quality improvement.
ICCS Stakeholders
ICCS mandate is focused on the citizen-centred
service delivery community suggesting that it
serves a broader community.
We asked you:
 Does the Institute only serve the councils?
 Should it serve a broader service delivery
community?
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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.

12
ICCS Customer and Stakeholder
Decisions
The Councils decided (May 2003):

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 broader constituencies,
should grow over time.
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Business Plan at a Glance
Business
Year
2003/04
Research
Taking
Care of
Business
2003/04
Best
Practices
CMT
Marketing
Marketing CMT
Nationally
Web Site
CMT Registration,
Licensing &
Certification
Development
Speaking
Events
Data Base
Growth
Publications
Benchmarking
Development
Conferences
(CMT & HRM)
Heintzman
Award
2004/05
Citizens
First 4
Conferences
Web Site
2004/05
Deputy
Survey
Speaking
Events
Business
Development
Marketing
Other
Incorporation
Staffing
4 FTEs
Board Secretariat
Function
Inquiries &
Presentations
Requirement
after In-Kind
Contributions:
$(20,700)
Consultations
CMT Registration,
Licensing &
Certification
Operational
Data Base
Growth
Marketing CMT
Internationally
Board Secretariat
Function
Business
Development
Marketing
Inquiries &
Presentations
5.5 FTEs
2005/06
Taking
Care of
Business 2
Conferences
Requirement
after In-Kind
Contributions:
$118,200
$111,900
Benchmarking
Operational
Web Site
CMT Registration,
Licensing &
Certification
Speaking
Events
Data Base
Growth
Publications
Benchmarking
Heintzman
Award
Consultations
Full Cost:
$682,400
Revenue:
$65,000
Consultations
2005/06
Full Cost:
$515,500
Revenue:
$45,000
Publications
Heintzman
Award
Budget
Marketing CMT
Business
Development
Marketing
Board Secretariat
Function
Inquiries &
Presentations
5.5 FTEs
Full Cost
$622,400
Revenue:
$80,000
Requirement
after In-Kind
Contributions:
$103,200
$96, 900
Interim Resource Requirements
2004/05 and 2005/06
Councils agreed (September 2003) that over 2004/05 and
2005/06, 5.5 FTEs are needed to deliver the core services
outlined in ICCS’ revised mandate:
 0.5
 1.0




1.0
1.0
1.0
1.0
Executive Director responsible for business development
Manager responsible for the repository, conferences and
speaking engagements, stakeholder management
Manager, Common Measurements Tool
Manager, Research
Intern, Web Site management
Support Staff
5.5 Total FTEs
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Interim Financial Plan
Financial plan (approved by Councils September 2003)
projects revenues from research, learning events, and
the CMT will begin offsetting dependence on Council
resources.
Costs
Staffing
Operating
Program
Total Costs
2003/04
$346,000
$140,500
$29,000
$515,500
2004/05
$456,000
$163,900
$62,500
$682,400
2005/06
$456,000
$163,900
$2,500
$622,400
Total
$1,258,000
$468,300
$94,000
$1,820,300
Revenues
Program
Councils (In-Kind)
Councils (Financial)
Total Revenues
$45,000
$491,200
-$20,700
$515,500
$65,000
$505,500
$111,900
$682,400
$80,000
$445,500
$96,900
$622,400
$190,000
$1,442,200
$188,100
$1,820,300
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Financial Sustainability
The ICCS has always been supported in
large part through in-kind resources. This
has been successful to date, but is more
difficult to sustain as the ICCS grows. It
also leaves the ICCS vulnerable to changes
in priorities from the donating jurisdictions.
We asked you:
– Is it possible to diversify the sources of
support and ensure sustainability?
17
Revenue Generation
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.
However, ICCS’ current legal status limits it ability to
operate as a revenue-generating organization. 18
Organizational Options

A number of possibilities were considered and set aside
as impractical or otherwise inappropriate for the ICCS
– Special Operating Agency
• Not a multi-jurisdictional solution
– Crown Corporation
• Requires parliamentary approval
– MOU with an existing department
• Difficult to ensure ongoing support
– MOU with a third-party non-for-profit corporation
• Lack of governance control
– Outsourcing to a private firm
• Diminished citizen-centred focus?
19
Organizational Direction
Joint Councils agreed that a not-for-profit corporation was
the most appropriate governance model (May 2003 and
reaffirmed in September 2003)
– Precedent federally and provincially
– Consistent with ICCS principles of shared value
– Allows for multi-jurisdictional engagement through a Board of
Directors
– Enables revenues to be reinvested back into inter-jurisdictional
projects, including ICCS sustainability
– Allows inter-jurisdictional control of intellectual property
– Permits membership and participation outside the structure of the
Councils should that prove desirable in the future.
20
Decision Point
The discussion at Victoria (February 2004) made
it clear that the Joint Councils need to reaffirm
the decision to establish the ICCS as a not-forprofit corporation before the committee can
proceed any further.
21
Steps to Incorporation

Select name for the corporation
– Requires name search by legal council

File Application for Incorporation
– Location of Incorporation
– Preparation of Constitution and By-Laws
– Identification of the first directors

Organize the Corporation
– First meeting and election of Board
22
Comparative Research

Undertook to speak with comparable
organizations who had also gone through the
process of incorporation:
– Commonwealth Association of Public
Administration and Management
– Canadian Institute of Health Information
– National Quality Institute
– Institute of Public Administration of Canada
23
By-Laws: Board of Directors
The Committee recommended (Feb 2004):

Board to consist of at least 10 and not more than 18
members
– Interviews suggested keeping Board relatively small

Board elected by the voting membership
– Ensures Board is reflective of the membership
– First Board reflective of Councils as founding members

Board members to serve not more than 2 consecutive 3year terms
– First Board elected to staggered terms to ensure continuity.
24
By-Laws: Membership
The Committee recommended (Feb 2004):


While current business plan does not contemplate the
ICCS supporting a broad membership, the by-laws
should be structured to give Board this flexibility.
Two Classes of membership:
– Voting: Public Sector
– Non-Voting: Private Sector, Not-for-profit, academic

Within each class of membership there will be both
individual and organizational memberships
– Opportunity to engage broader communities in both a monetary
and contributory sense
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Governance: Legal Research

Each jurisdiction was asked to explore how its legal
environment would affect the ability to participate in
the governance structure of a not-for-profit
corporation.

Survey of relevant legislation and regulations
suggests some restrictions in certain jurisdictions, but
nothing to stop participation:
– E.g. Federal Gov’t / Nunavut / NWT cannot be engaged in the
procurement or dissolution of the corporation.

Council members were strongly encouraged to
consult with legal council in their jurisdiction.
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Next Steps
Looking toward September 2004, the committee requires
the following decisions:
1. Reaffirm decision to establish ICCS as a Not-ForProfit corporation;
2. Approve recommendations related to the process of
incorporation including the number and shape of the
Board of Directors, membership definition, and final
text of the constitution and by-laws;
3. Identify founding Directors to file papers of
incorporation.
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ICCS Review Committee
Lois Bain, Ontario
Joan McCalla / Laurie Sweezey, Ontario
Glen Sargant, Nunavut
Jag Narasimhadevara, Nunavut
Jocelyne Sauriol, Quebec
Brian Marson, Treasury Board of Canada
Victor Abele, Treasury Board of Canada
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