Governance Framework for Governance Framework for Integrated Service Delivery Integrated Service Delivery

Improving Government Service Delivery through Single-Window

Service InitiativesSponsored by the PSSDC

May 14, 2001

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A Service Delivery Vision

Meet Fred and MabelMeet Fred and Mabel

... Recently retired

… Moving to a new home

… One car

…Two drivers

… Enjoy sport fishing

...Thinking about starting a small business

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A Service Delivery Vision

Fred and Mabel want convenient, accessible, seamless information and services from government...

With a choice of easy-to-use channels

… Internet

Secure, reliable access with privacy ensured

… and counters

… telephone

Ministry

Federal Dept

Municipality

Regional

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Integrated Service Delivery

Integrated Service Delivery

OTC Project

Information and ServicesAccess & Inquiry

Publications OntarioGIC’sESD - Business

Ontario Business Connects

ESD - IndividualsServiceOntario

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What Do We Mean By “Governance?”

• “Governance” refers to the processes through which individuals and groups exercise influence and authority in decision-making and implementation.

• Governance includes the routes to good decisions, who makes the decisions, and ensuring decisions are implemented.

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• Traditional vertical accountability in government is challenging enough

• Multi-party arrangements add complexity:– Accountability through different ministers and deputies

– Accountability of different governments

“In entering into arrangements with partners or other third parties, an additional set of accountability obligations has been added . . . among the

members of the partnership.”

L. Denis Desautels, Auditor General of Canada, 1997

Complications of Multi-Party Service Delivery

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Added Complications of Outsourcing

• Commercial entities have different motivations than governments

• Need to understand cultural and financial distinctions• Need to formalize relationships through contracts• Need for service management role inside government• Indirect relationships with end customers

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Major Governance Issues

1. Balancing shared and ministry-specific objectives

2. Managing accountability through different ministers

3. Stakeholder representation and input

4. How to resolve disputes and deliver accountability

5. Achieving effective service management without obstructing working relationships

6. Need for flexibility to broaden scope

7. Governance linkages with related corporate priorities

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Balancing Shared and Ministry-Specific Objectives

• Objectives of integrated delivery of service could impact on the ability of individual ministries to meet their objectives (and vice versa)

• Policy impacts are more likely at the planning and implementation phases; issues management impacts primarily during implementation and operations.

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Managing Accountability Through Different Ministers• Adding horizontal accountability for service delivery to

the traditional vertical program accountability – need to be clear on who answers for service problems and customer complaints

• Approach:– Policy/program changes – accountability clearly lies with the

Minister initiating the policy or program changes– Service quality problems – accountability lies with MCBS but

complaints may be directed to program Ministers; need strong relationship management

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Stakeholder Representation and Input

• Ensuring the interests of stakeholders are brought to the table– Members of governance bodies are expected to wear a

corporate hat while bringing their perspective to the table

– Need to be clear who can speak on behalf of a ministry

– The interests of customers are key

– Consultation must be efficient and not unduly time-consuming

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Resolving Disputes and Delivering Accountability

• Balancing “common purpose” with reality that disputes will arise among ministries

• Strong tradition of consensus-building instead of formal dispute resolution

• Approach:– Consensus with facilitation plus escalation if needed

– Document duties and undertakings and reference in performance contracts

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Decision-Making Clarity in who makes each kind of decisions

Decision-making authority is delegated to lowest appropriate level

Governance structure facilitates (not impede) decision-making

The way decisions are made is easy to understand

Dispute resolution mechanisms are clear in advance

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Accountability Clarity in political and management accountability Clarity in horizontal accountability among

partners/clients Public transparency: agreements, responsibilities,

reporting on plans and results Clarity in performance expectations and reporting

requirements of each party Mechanisms to enforce accountability – to have

consequences

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Governance Models for Multi-Party Arrangements

• Three broad models found to apply for multi-party arrangements:– Service manager model– Managing board model– Steering committee model

• Three Phases – Planning phase – Implementation phase – Operational phase

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Strategic Level DecisionsBroad strategy and resources to implement (e.g. Over the Counter Strategy)

Cabinet

Management Boardof Cabinet

Minister of Consumer &Business Services

Deputy Minister, MCBS

DM Steering Ctteeon Integrated

Service Delivery

Assistant Deputy Minister

Integrated Service Delivery

Proposal

Submission

Recommendations

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Advisory forums/channels

InterministerialWorking Groups

Operational DecisionsIssues arising during operational phase (e.g., systemic customer service issue, proposed change in service methods, or a new product package)

ADMCommittee

ISD Division(management & staff)& Service Providers

Input and advice

Proposal on significant changes or

disputes

Proposal

Decisions

Identify issues

Solve problems within mandate

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One ministry involved with service provider (e.g., customer complaint, or service provider or ministry proposing minor change in delivery methods)

Service providerBilateral issues management

PartnerMinistry

ISD Division Service Manager

Monitoring and flagging systemic issues

Protocols & Frameworks

Unresolved issues

Routine Bilateral Issues