Statistics Canada Internal Services Business Transformation Experience

September 24, 2014

Why transform Internal Services

Transform Statistics Canada into a more efficient and strategically oriented organization by standardizing administrative business processes and re-investing in new value-added activities  Outcome • streamlined business processes and high-quality standard services • increased efficiency and reduced service delivery costs • re-directed some capacity to provide more value-added activities (strategic advice and expert services) and to meet growing external information demands • placed Statistics Canada in the position to proactively play a role in the eventual adoption of solutions coming from central agencies (ERP, Common FM-HR Business Processes, service delivery models, etc) • increased integration and synergies between internal service providers.

Statistics Canada • Statistique Canada

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Our challenges and approach

Previous service-delivery model Benefits

 Personalized service and ease of access to service

Challenges

 Inconsistent levels of service  Managing workloads  Services performance measurement  Processes standardization  Unnecessary steps.

Strategy

1. Implement a new centralized service delivery model for internal services, including leveraging self-serve 2. Review, streamline and align all business processes 3. Centralize all administrative and financial staff with the exception of one executive assistant per division, who remains to support senior management 4. Pilot changes and adjust before implementing across Statistics Canada 5. Establish clear performance expectations for service delivery.

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Service delivery model Tier 1

• • Empowers the client •

Self-serve hub

to initiate a request

i.e., find information on the Hub, completing a form

Tier 2

• •

Transactional

through the internal services support centre • Deliver high-quality standardized services

i.e., processing the form: validating request and/or obtaining required approval

Tier 3

• •

Strategic advice

by providing expert guidance

i.e., contracting expert advice, strategic and financial planning, labour relations

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Welcome to the self-service Hub

The self service Hub is your ‘gateway’ to initiating everyday requests for administrative, financial, human resources, informatics and facilities services.

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Statistics Canada • Statistique Canada 2020-04-25

Business transformation journey

Phase I Phase II – Business Transformation 2011/2012 Options analysis 2012/2013 and 2013/2014 Develop ‘to be’ business processes Build self-service Hub

• Conduct workshops and interviews with subject-matter experts to understand the current state.

• Document existing processes, systems and service delivery models.

• Develop high-level solutions and service delivery options.

• Develop business case.

• Working groups mandated to standardize business processes and align with new service-delivery model.

• Propose changes to business processes.

• documentation of composition of new teams • Develop training material.

• Align business processes with FMBP and CHRBP.

2013/2014 and 2014/2015 Build value-added

• Validate catalogue of services.

• Create information architecture based on user center design approach.

• Document how to access service using plain language; • Centralize staff / Manage transition.

• Launch Hub (Phase 1) and service-delivery model.

• Continuous improvement; • Continue to develop Hub content (Phase 2) .

• Working groups mandated to integrate financial and HR planning and to innovate • Consult with management to capture how we can improve our strategic advice.

Statistics Canada • Statistique Canada

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Some examples of what we transformed

   

Streamlined the Procurement-to-pay business process Over 15 administrative processes were optimized Creation of the Travel Centre of Expertise Improvements to strategic advice, planning and reporting

• integration of financial and human-resources information (one source) • monthly internal services performance indicators reporting presented to CFO and Executive Management Board.

• integrated strategic planning (10 year outlook) • costing practices and checklists • quarterly financial forecasting at the sub-PAA level Statistics Canada • Statistique Canada

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Key success factors

        leadership towards common vision and increased efficiency; willingness to invest in transformation to generate savings strong governance and project management practices openness to leave no rocks unturned dedicated teams to lead the business process transformation; • know the operations and understand the detail • desire to do things differently, innovate engagement with staff throughout the transformation • information sessions, client feedback, governance, extensive consultation with stakeholders • Staff participation in selecting new assignments communicate changes using different mediums maintain capacity to continue transformation .

Statistics Canada • Statistique Canada

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2020-04-25