Transcript The Future of E-Government: a Canadian Perspective 2008

The Future of E-Governmenta Citizen-Centred Perspective
OECD E-Leaders Conference
The Hague, March 2008
Brian Marson
Senior Advisor
CIO Branch
Treasury Board of Canada Secretariat
1. Citizen-centred Service
What is 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)
How Citizens Experience Public Services:
The “Outside-In” View
Citizen
Needs &
Expectations
•Citizens (97%)
expect service
from the public
sector to be as
good or better
than the private
sector.
•16% of the time
citizens need a
group of related
services – e.g
dealing with a
life event – and
often across
multiple levels
of government.
Finding and Accessing
the Service
•When trying to find a service,
33% of citizens did not know
where to go before they started.
•More than 67% had at least
one problem when accessing
the service:
•Busy phone lines
•Bounced around
•Trouble with phone trees
•Telephone is the most common
channel and also the one with
the most access problems.
•In half of all service
experiences, citizens use more
than one service channel.
Quality of
Service Delivery
•Five factors drive satisfaction
with service: timeliness,
competence, extra mile,
fairness, and outcome.
Internet drivers include
navigation, completeness,
and visual appeal.
•Addressing these drivers can
make the difference between
service quality scores of 87
(out of 100) and 22.
•Citizen priorities for service
improvement include:
•Access: one-stop service
•Telephone and e-service
•Timeliness
2. Looking Back at
10 Years of Citizen-Centred
Service and E- Service
Service Maturity
The Evolution of the
Canadian Service Agenda
In-depth CASS
analysis (2005)
Internal
Services
1st
Wave to ITSSO
Starts (20052006)
Expenditure Review
(2004)
GOL Sunset
(2006)
Service
Canada
(2005)
CISD
recommendations to
Ministers (2003-04)
TBS studies
shared services
(2001-02)
Service
Improvement
Initiative (2000)
GOL launched
(1999)
GoC Service
Transformation
Initiatives
Service Visions
& 1st ST
Initiatives
(2004)
Time
External
Services
What was unique about
Government OnLine?
Whole of Gov’t
Citizen Centric
BizPaL
Setting of and
Measurement
of Targets
Public Opinion
Research
The
Internet Panel
Cross
Jurisdictions
Listening to Canadians
• Understanding the Big Picture (Citizen Level)
–
–
–
–
Citizens First national surveys
Taking Care of Business national surveys
Canada Internet Panel (12,000 people)
National focus groups (e.g. telephony)
• Departmental/Program Level (Client)
– The Common Measurements Tool (CMT)
• Developed by public managers for public managers
• Housed at the Institute for Citizen Centred Service
www.iccs-isac.org
• The CMT is based on the known “drivers” of client satisfaction
• The CMT permits programs to benchmark their results with others
From Research to Results
What “drives” satisfaction for each channel?
TELEPHONE
INTERNET
IN-PERSON
1.
Outcome
1. Timeliness
2.
Reaching a live person
2. Courtesy
3.
Accurate numbers
3. Knowledge, competence
4.
Not being bounced
around
4. Outcome
5.
Timeliness
1.
Outcome: I got what
wanted
2.
Easy to find what I'm
looking for
3.
Sufficient information
4.
Ease of site navigation
Source: Citizens First 4, 2005
What Have We Achieved?
The Government of Canada Has Achieved
a 12% Improvement in Citizen Satisfaction
Service Quality Scale (0-100)
Compared to Citizens First 1998(18 Core Services 1998-2006)
80
70
60
61
1998
2000
64
67
2002
2005
60
50
40
30
20
Departmental Service
Satisfaction Results (CMT)
10
20
30
40
50
60
70
80
90
OAS/Canada Pension Plan Clients
Employment Insurance Clients
Royal Canadian Mounted Police
Veterans Affairs Canada 2001
2005
2003
Canada Business Service Centres
Service New Brunswick & Service BC
100
The ICCS Common Measurements Tool
Benchmarking Service
• The Government of Canada (Treasury Board) and the Provincial
governments have collaborated to develop a CMT data repository and
benchmarking centre at the ICCS (www.iccs-isac.org); the benchmarking
service is confidential and is managed by a Treasury Board office seconded
to the ICCS (vicki,[email protected] );
• Over 1200 public managers have registered to use the CMT survey;
• Results from over 150 surveys are held in the data base;
• Confidential benchmarking reports, comparing a department’s results with
similar public organizations are issued to organizations who submit their data
to the ICCS data repository;
• The CMT and Citizens First has now been licensed to other counties (e.g.
New Zealand; 2 Australian States; Qatar Bermuda, etc) offering the
opportunity for international benchmarking of service satisfaction results
around the world.
• OECD countries may wish to consider adopting the CMT for this purpose.
Citizen Satisfaction
by Service Channel
Despite being the most popular channel, the telephone consistently
The E-Channel
Achieves the Highest
delivers some of the lowest
Citizen
Satisfaction
Scores
satisfaction
scores
68
Internet/email
Office visit
62
Kiosk
62
Phone
56
Mail
55
54
Other
0
Very poor
© Institute for Citizen - Centred Service
25
50
SERVICE QUALITY
75
100
Very good
Looking Back: Some Lessons Learned
• For four decades, surveys show citizens want: (1) better
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•
•
•
•
access to services and (2) improved service delivery;
Central to Canada’s success is a results-driven,
citizen/client-centred service satisfaction strategy, balanced
by the need to improve efficiency for taxpayers, to maintain
visibility for politicians, and to achieve good working
environment for staff;
Action research has been an essential foundation for
Canada’s public sector service improvement results;
Collaboration can improve service and reduce costs;
Going forward, stronger governance arrangements,
collaborative platforms, and political support are needed to
unleash the potential of technology and service collaboration;
New technology needs to be harnessed in a citizen-centred
way, and effectively integrated with existing delivery systems
and channels;
Employee Engagement, Service Delivery and Public Trust
are connected (The Service Value Chain)
Research Findings- Service is an Important
Driver of Public Confidence
Equipped to tackle successfully new
transformation challenges
Service
Transformation
Alignment Directional
Roadmap
GOL
&
SII
Success
and
Assets
Celebrate
GoC Service
To
strengthen Transformation
results
Initiatives
Leverage
Policy Suite
Renewal
Where are we going next?
Service
Transformation
Public Service
Value Chain
TRANSFORM
Increase program and service delivery
capability
Internal
Services
Engaged
&
Supported
Employees
Citizen
Service
Satisfaction
Trust
&
Confidence
External
Services
Identity
Management
Process and asset
utilization
improvement
Prevent productivity loss
and asset deterioration
MODERNIZE
MAINTAIN
Policy Suite
Renewal
Grants &
Contributions
PROPOSED SET OF TB POLICY
INSTRUMENTS
•
•
•
•
• Biometrics
• Standards
• National Security and
Government Security Policy
SERVICE
DELIVERY
CONTEXT
• Document Integrity
• Multi-Jurisdictional
Services
• Unique Identifiers
Input from
Blue Ribbon Panel
14 DIRECTIVES
18 STANDARDS
3 GUIDELINES
• Privacy
• Common and Shared
Services
• Service Transformation
4 Policies
linked to
Foundation
Framework
M other
Of
Foundation
BUSINESS
CHALLENGES
All
8
DIRECTIVES
1
3
Compensation
STANDARDPOLICIES Framework
Values and Ethics
Code for the Public
Service
Official
Languages 3 POLICIES
7 DIRECTIVES
Framework
15
GUIDELINES
F ramework
Financial
Management
Framework
6 POLICIES
Service
Framework
1
Information and POLICY
Technology
Framework
Assets &
Acquired Services
Framework
4 POLICIES
6 POLICIES
7 DIRECTIVES
7 STANDARDS
2 GUIDELINES
SUBJECT
MATTER
EXPERTS
PROCESSES
RULES
DATA
G & G Program Resources
RECIPIENTS
SERVICES
Pathfinders
(18 months)
International requirements
Identity proving
Authentication
IDENTITY
PKI
MANAGEMEN
T
SECURITY
CONTEXT
Program of
Change
(5 – 7 Years)
3. Looking Forward:
Towards a Next-Generation
Service Delivery Strategy
Identity
Management
THE EMERGING
SERVICE AGENDA
2008-2018
Identity Mgt
From Environmental
Scan to Strategy
• Environmental scan undertaken to review trends and activities on a
global scale
• A summary of the scan identifies 12 categories
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Improving Access to Services
Segmenting Clients
Personalizing Service
Integrating Service Delivery
Collaborating and Partnering
Integrating Client Information
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Accountability
Internal and External Alignment
Utilizing New Technology
High Performing Workforce
Responsive Government
Efficient and Effective
Government
• Senior Service Officials (ADMs) Task Force reviewing the
environmental scan and discussing implications for the next service
agenda
6
Improving Access To Services
• Broadening access to all clients
• Enhancing accessibility of
services to disabled, remote
communities, Aboriginal peoples
and minority language
communities
• Clients know where to start,
information easy to find
• Offering choice of channels/multi
channel
• Increasing convenience and
access through proactive service
IBM Virtual Sign
Language Avatar
• Belgium label for government websites
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•
•
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computer program can translate
the spoken word into sign
language and sign it out using
an animated digital figure
which ensures accessibility for persons with
disabilities
Drought buses (Australia): provide mobile
service access to remote farmers
Multilingual Services in the New York City
provides immediate access to translation
services in over 170 languages
Centralized web portals and single phone
lines
e-Citizen Charter (Netherlands): gives the
right to choose in which way to interact with
government
Crossroads Bank (Belgium): Automatic
granting of benefits based on existing
information
Personalizing Service
• Focusing on individual client needs
• Providing one personal account across all levels of government
• Supporting proactive services
• E-Charter (Netherlands)
“Government supplies
appropriate information tailored
to my needs.”
• Mypage (Norway) customized
public service web portal and
virtual service office
• My eCitizen (Singapore)
customized home pages and
alerts allow access to
government and private sector
services
• Canada - MyAccounts, BizPal
Segmenting Clients
• Focusing on client groups
with common needs
(segmentation)
• Building service offerings
to better meet the needs of
clients (bundling of
services)
• Varney Report (UK) key
recommendation is to group
service delivery around common
themes meaningful to clients
and businesses
• Service Canada service
offerings based around client
segments (e.g. youth, seniors,
workers)
• Centrelink (Australia) and
Singapore organizing around life
events and client groups
• Most banks offer accounts for
segment groups (i.e., youth,
student, infrequent users,
savers)
Integrating Service Delivery
• Providing integrated one Stop Service across organization,
jurisdictions and channels
• Providing service at the point of contact - giving clients as complete
a service as possible at the first point of contact
• Establishing service integrators to enhance the service experience
• Canadians are provided with a SIN
number in 15 minutes
• Amazon and other private sector
companies have moved service to the
point of contact
• Service New Brunswick and N11s
developing service inventories,
enabling clients to get answers in
seconds. BC, Peel, Manitoba are
following suit
• Creation of autonomous/ separate
service integrators (Centrelink,
Service Quebec, Service Alberta)
Collaborating and Partnering
• Leveraging new technologies
and social networking
phenomenon to engage
stakeholders in service
innovation
• Having in place the
collaborative technologies and
supporting policies
• Increasingly governments are
partnering across departments,
jurisdictions and sectors
• Collaborating with nongovernment and private sectors
to share ownership and
outcomes
• “Today I shall decide” (Estonia):
national portal allows citizens to
propose changes to national
legislation
• Kafka (Belgium): engages citizens,
businesses, and civil servants to
suggest projects and ideas for cutting
governmental administrative burdens
• E-Citizen charter (Netherlands): “As a
citizen, I am invited to participate in
decision-making.”
• British Columbia alternative
procurement system to support
partnerships
• Irish Public Service Broker model of
the Reach Agency was developed in
partnership with private sector
• San Diego County (USA) agreement
with industry to refurbish the County’s
technology and service architecture
Integrating Client Information
• Collecting information once,
sharing and re-using it
across government and
jurisdictions
• Enhancing accuracy and
transparency of client
information
• Ensuring privacy and
security of personal
information and integrity of
services through single
common identity and
verification procedures
• Valuing internal knowledge
management practices
• Belgium’s Crossroads Bank manages
data transformation among 2000 social
security institutions
• EU Directive on Data Protection
harmonizes national data
sharing/protection provisions
• Canada Vital Events Agreements with
some provinces allow for the sharing of
births and death information
• Australian Access Card will integrate
17 existing cards and be used to
access health and social benefits
• PayPal, eBay: 3rd party verification of
identity
Accountability
• Canada MAF: results information
(internal, service and program) is
Establishing Citizen Rights
gathered and publicly reported
– Clearly articulating service levels
• U.S. Government agencies are
and standards
mandated to report on their service
– Providing feedback and redress
delivery performance annually
mechanisms
• Service Charters, Guarantees,
– Improving citizen engagement
Ombudsman in several jurisdictions
– Citizens obtaining greater
• Italian eGovernment Code outlines
ownership and control over
citizen rights
personal information
• Creation of the Department of Human
Clarifying governance arrangements
Services (Australia) to provide direct
for service delivery
ministerial oversight and greater
Recognizing service delivery as an
accountability for service network
integral part of the government
agenda
• Whole of government transformation
strategies: European Union - i2010
eGovernment Action Plan and United
Kingdom – Transformational
Government
• Measuring results and reporting
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Internal and External Alignment
• Ensuring alignment between
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front and back office operations
Moving towards shared services
for the delivery of finance,
materiel, human resource and
other administrative services
Adopting interoperable systems
Employing Service Oriented
Architectures
Using new ways to filter, store
and retrieve unstructured data
• Ontario Ministry of Government
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•
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Services integrating external and
internal services into one entity
New South Wales Government
Shared Corporate Services Initiative
Ireland’s Public Services Broker is
an integration framework and
shared services platform
Philips Electronics – shared service
centre for Asia and Pacific
Municipality of Muscat (Oman),
single sign-on employee portal
Utilizing New Technology
• Improving access and quality of
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services through technological
innovation (e.g. mobile, Internet)
• vGOV (USA): provides broadband video
Recognizing the collaborative
conferencing technology to citizens to
potential of Web 2.0
communicate with the Social Security
Providing service in virtual space Administration in areas where there are
Securing technological
no offices
infrastructure
• M-Government (Singapore): delivery of
Exploring the possibilities
services through the mobile channel
offered by Geospatial
• Centrelink (Australia): provides
technologies
personalized reminder text messages
to a mobile phones
• Use of SecondLife, virtual museums,
classrooms and libraries
• Australia, US and the Netherlands are
developing Geospatial applications
High Performing Workforce
• Professionalizing the service
delivery role
• Building learning cultures -
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knowledge management and
innovation
Enhancing customer
experience through engaged
and satisfied employees (i.e.
Public Service Value Chain)
Integrating and improving
human resources and business
planning
Engaging front line knowledge
workers in service improvement
and policy solutions
Leveraging new technologies
and social networking
phenomenon to support high
performing workforce
• Centrelink (Australia): Virtual
College provides accredited
training to customer service
officers
• Singapore: customer service
representatives sent for work
placements at private sector
“best-in-class” call centres
• Public Service Renewal
(Canada)
• BC - Employee engagement
systematically measured and
the results acted upon
• ”eRoom" software brings
together stakeholders,
documents, discussion
threads and plans in a virtual
workspace
Responsive Government
• Demographic, social, cultural and
economic trends reshaping
private sector service delivery
• Need to prepare for the service
implications of an increasingly
aging, Aboriginal and multi-ethnic
population
• Ensuring government services
are environmentally friendly
• Establishing a world-class
regulatory environment for
business
• All Our Futures: Planning for a
Scotland with an Ageing Population
• Irish and Australian service visions
include environmental
considerations
• Australia and NYC offering multilingual services
• New Zealand, Australia and Norway
offer services in Aboriginal
languages
• Canadian Smart Regulation
Initiative
Efficient and Effective Government
• Reducing administrative burden in
response to citizen and business
concerns
• Using pre-filled forms, re-using
information, simplifying
procedures
• Reducing overlap, duplication, and
service gaps through collaboration
and integration
• Focusing on cost savings and
results
• Scotland: efforts to tackle waste,
bureaucracy and duplication
• Belgium: Kafka Program to
reduce administrative burden
• Italy: modernizing back office
processes
• United States: Paperwork
Elimination Act
Some Potential Elements of the
Next-Generation Service Agenda
1.
2.
3.
4.
5.
Listening to and Engaging Citizens and Clients: Government
service strategies are based on regular research and consultation
with citizens and clients, and on citizens’ priorities for improvement
Next-generation Service Policy embodies a results-based
approach to: external service; internal service; integrated, one-stop
service; cost-effective channel management, and strikes a balance
between excellence in service outcomes for clients and costeffectiveness for citizens .
Improving Access for Citizens and Business “No wrong door”
across the public sector, underpinned by an e-data base (311, 211
etc) and N11-integration;
Integrated Service Delivery and Integrated Channel Management
-expanded one stop shopping, both “department stores” and
“boutiques”. Focus on improving telephone service and on integrating
T-service with E-service; Web 2.0 applications are applied to internal
management, external service, and citizen engagement;
Personalization and Customization: the Internet is used to
personalize and customize service to individual client needs;
Some Potential Elements of the
Next-Generation Service Agenda
6.
7.
8.
9.
10.
Horizontal Governance and Service Collaboration: collaborative
platforms and new governance arrangements are developed within
and across governments
Internal Service Transformation focussed on cost-effective esolutions, and on measuring and improving internal client satisfaction
The Service Value Chain: public organizations use the SVC concept
to link, measure and improve employee engagement , service
outcomes and public trust and confidence
Results Measurement and Benchmarking: shared ways of
measuring service performance emerge internationally and
benchmarking occurs across the public sector (e.g the CMT& MAF)
Training and Development: Public sector service delivery becomes
a profession based on a growing empirical body of service
management knowledge (www.iccs-isac.org)