workshop 3 –everything’s different but has anything ... · workshop 3 –everything’s...
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Workshop 3 – Everything’s Different But Has Anything Changed?:
Realizing Efficiencies Through Organizational Transformation
Victor Abele, Director General, Citizen Service Strategy – Service Canada
Denis Barbeau, Partner & Practice Lead, Strategic Business Consulting
Stephen Karam, Partner & Practice Lead, Government Service Excellence
Systemscope – Who We Are
NCR-based strategic consulting firm with exclusive focus on public sector priorities.
3 Key Practice Areas:– Government Service Excellence
– Enterprise Information Management
– Strategic Business Consulting
40 active GC accounts
15 employees, 60 associates, 10 active partners
Service Canada – Who We Are
Service Canada was created in 2005 to improve the
delivery of government programs and services to
Canadians, by making access to them faster,
easier, and more convenient.
Service Canada offers single-window access to a
wide range of Government of Canada programs
and services for citizens through more than 600
points of service located across the country, call
centres, and the Internet.
Citizen Services Branch – What We Do
CSB is a national headquarters branch that focuses on "front-
line" service delivery for web, telephone, and
– Provides functional guidance to regional service operations
– Develops and manages partnerships with other government
departments
– Leads marketing efforts to simplify communication of government
programs
– Consolidates a variety of specialized functions, such as Office for
Client Satisfaction, client research, feedback management; also
contains corporate functions such as planning, project management,
performance measurement.
Some Context
2005: Service Canada started with an original mandate to be the multi-channel gateway to Government of Canada (GC) programs and services for Canadian citizens
2007: Service Canada became a set of branches within HRSDC; no change in original mandate
2007: The Citizen Services Branch (CSB) was reorganized from a client segment lens to being more functionally and process driven
Context - continued
2009: CSB engaged Systemscope to perform a structural
review to identify opportunities for increased efficiencies in the
wake of fiscal pressures
2009: Internal reviews and Service Management Structural
Model (SMSM) were all launched to find efficiencies across the
department
2010: Systemscope engaged on the Business Process Review
to carry out structural reviews and associated activities across
the department
Our approach
Researched relevant background documentation, including
operational plans for each Branch directorate
Interviewed ADM, CSB and each of the branch DGs to determine
challenges and opportunities
Conducted a SWOT analysis to highlight CSB attributes and
influencing factors
Analyzed current state using industry-based models and determined
short to longer-term recommendations for a desired state
10
SWOT Analysis (summary level)
Strengths
- Strong, skilled, experienced team
- Organization functionally based
- Instilled service culture
- Unified sense of purpose
Opportunities
- Recent addition of Marketing resources
- Possible transfer of Tier 1 Phone Channel to CSB to enable strategic management of channel integration
- Potential Service “Centre of Excellence” at the GC level
- Anticipated OAG Review
Weaknesses
- Lack of Integrated Business Framework
- Leadership regarding approach to service
- No formal performance measurement program
- Lack of understanding of branch processes, roles & responsibilities
- Under-utilization of of strategic capacity
- No integrated management of service channels
Threats
- Reduced budget
- Lack of understanding of current cost of doing business
- Lack of consistency in service levels
- Anticipated OAG Review
How do we make CSB more effective in supporting Service Canada’s
mandate (original or new)?
11
Functions vs. current CSB org structure
Functions (explicit & implicit)
Mar
keti
ng
Stra
tegi
c D
irec
tio
ns
and
O
CS
Clie
nt
Segm
ents
Part
ner
ship
s an
d O
LSe
rvic
e O
ffer
ings
&
Imp
lem
enta
tio
n
In P
erso
n
Web
Ch
ann
el
1Marketing
2Research (active)
3Research (synthesis)
4Segment Profiling
5Business Architecture
6Service Strategy
7Channel Strategy
8MarComm Strategy
9Training Strategy
10Performance Framework
11Service Mapping
12
Information/Data Architecture
13Partner Strategy
14Partnership development
15Partner management
16Service Transformation17 Strategy Assessment
12
Functions vs. proposed CSB org future state
Functions (explicit & implicit)
Mar
keti
ng
Clie
nt
Serv
ice
Str
ate
gy
Serv
ice
Off
eri
ngs
Inte
grat
edC
han
nel
Man
agem
ent
In P
erso
n
Web
C
han
nel
Ph
on
e
1Marketing
2Research (active)
3Research (synthesis)
4Segment Profiling
5Business Architecture
6Service Strategy
7Channel Strategy8MarComm Strategy
9Training Strategy
10Performance Framework
11Service Mapping
12
Information/Data Architecture
13Partner Strategy
14Partnership development15Partner management
16Service Transformation
19Service Offering Design13
Proposed CSB Structural Review Principles
Maintain organization functional structure (assembly line)
Apply 3 functional lenses:
1. Think (Research, Strategy & Planning)
2. Implement (Marketing, Service Design, Partnerships)
3. Manage (Multi-channel Service Delivery, Operations, Corporate)
Ensure flexibility of model to adapt and scale to future requirements
14
CSB
ADM
Marketing
DG
Citizen Service Strategy
DG
Partnerships & Service
Offerings
DG
Integrated Channel
Management
DG
Corporate Services
DG
Resulting CSB Structure – Top Level View
Next steps for CSB in its organizational transformation
Structural
ReviewRACIs
Process Maps
Implementation
Models
Change
Management
We
are
here
RACIs
Clarifies the functional rubs and gaps between and
within each unit to identify specific issues to address
Process Maps and Implementation Models
Process
Maps
Implementation Models
Visually represents “what the
business does” at a functional level
for As Is and To Be states
Proposes a high level model Future
State for “what the business should do”
Objectives of the SC Business Process ReviewOverall: Assist SC in improving business processes and organizational alignment within and across functional and operational groups in support of a multi-channel integrated network
1. Analyze org structures within SC based on RACI methodology to identify opportunities to address gaps and duplication within and between branches;
2. Clarify roles & responsibilities within and between SC directorates & branches;
3. Map business processes to forward initiatives and projects more efficiently; and
4. Recommend a Change Management strategy for future implementation.
22
Internal Security
Service Delivery
(Click for Detailed View)
Tier 1
Service
Delivery
Str
ate
gic
Ma
na
ge
me
nt
CS
BIS
BP
PS
B Processing
Business
Modernization
Tier 2 and 3
Service Delivery
Perfo
rman
ce Mo
nito
ring
and
Rep
ortin
g
Enables
Portfolio
Strategic
Priorities
Informs
Marketing
Campaign
Program
Transformation
Processing
Capability
Strategy
Enables
Integrity
Identity
Environmental Scanning
One input into
Investigations
Client Service
Strategy
Service Canada
Integrated
Business Plan
Ongoing activity Capability Key Corporate Service
Service Canada Business Process Review
Service Canada Assembly Line – Corporate View
DRAFT – FOR DISCUSSION PURPOSES ONLY AUGUST 17, 2010
Channel Design
and Strategy
Click for Detailed View
Service Design
Detailed PerspectivesCSB Expanded Assembly Line
Service Offering Design Expanded View
(Clic
k fo
r D
etai
led
Vie
w)
Ma
rke
tin
g
Marketing
Strategies
Segment
Strategies
Pla
nn
ing
Informs
23
Service Offering Design
Click for Detailed View
CS
B
Integrity and
Identity
Capabilities
Processing
Capabilities
SC Strategic
Plan
Tier 2 and 3
Service DeliveryInvestigations
Structure for
Branch Planning
Strategy
Plans
Reports
Client Segment
Strategy
Service Offering
Strategy
Facilitate Input to
For monitoring
INP
UT
SE
NA
BL
ER
S
CSS P&SO Marketing ICMD CS
Service Canada Business Process Review
CSB Expanded Assembly Line
DRAFT – FOR DISCUSSION PURPOSES ONLY AUGUST 17, 2010
Service
Improvement
Per
form
ance
Mo
nit
ori
ng
an
d R
epo
rtin
g
Quick Fixes
Moderate Fixes
Major Fixes
Information and
Content
Management
Tier I
Web /
Social MediaPhone
In Person
(Static & Mobile)
Warm
Transfer
Triggers
Service Offering
Performance
Reports
Marketing
Performance
Reports
Channel
Performance
Reports
Service Entry
Performance
Management
Framework
Voice of the Client
External
Channel
Strategy and
Design
Channel
Management
and Monitoring
Service Offering
Design
Marketing
Campaigns
SC Diagnostique
Channel Management
Prompts
24
SC Diagnostique
PR
OG
RA
M
OW
NE
R
CS
BIS
B
Service Mapping
Details Included
Service Bundling
Detailed Costs
Authorities Defined
Process Ownership
Performance
Measurement
Outputs
Detailed Proposal
MOU & SLA
Partnership Documents
Draft Partnership
Agreement
Go
/ N
o G
o
EN
AB
LE
RS
(HR
BR
AN
CH
AN
D IIT
B)
Go
/ N
o G
o
Details Included
SLA and Other Op/
Partner Docs
Eg. Performance
Measurement
Outputs
Signed MOU
Sign Partnership
Agreement
Service
Management
Assessment
(NBAT)
Sign
Portfolio Planning,
Resource, and
Capability Alignment
Channel Design
Process Design
Marketing
Strategy
Service Canada Business Process Review
Service Offering Design – Expanded View
DRAFT – FOR DISCUSSION PURPOSES ONLY JULY 28, 2010
CSS P&SO Marketing ICMD CS External
Details Included
Objectives and Goals
Cost Parameters
Outputs
Service Framework
Service Offering
Design
Details Included
Class D Cost Estimates
Client Segments
Channel Requirements
Outputs
Draft Service Scope
Initial Service Scoping
Other or Mix
Partnership
Strategy
25
ICMD Logic Model (Draft)
HR
SD
C V
ISIO
N
ICM
D
IMM
ED
IAT
E IM
OU
TC
OM
ES
(2 Y
EA
R)
Information Sources
Service Canada
ICMD Logic Model
DRAFT – FOR DISCUSSION PURPOSES ONLY V1 SEPTEMBER 2 , 2010
HR
SD
C
PA
A
ST
RA
TE
GIC
OU
TC
OM
ES
ICM
D
INT
ER
ME
DIA
TE
OU
TC
OM
ES
(3-5
YE
AR
S)
AC
TIV
ITIE
S
HR
SD
C
PA
A
OU
TC
OM
ES
To build a stronger and more competitive Canada, to support Canadians
in making choices that help them live productive and rewarding lives, and to improve
Canadians’ quality of life.
Strategic Outcome 1
A skilled, adaptable and inclusive
labour force and an efficient labour
market
Strategic Outcome 2
Safe, fair and productive workplaces
and cooperative workplace relations
Strategic Outcome 3
Income security, access to
opportunities and well-being for
individuals, families and communities
Strategic Outcome 4
Service excellence
for Canadians
Internal Services
Support for achieving
the strategic outcomes
Skills and
EmploymentLearning Labour
Income
Security
Social
Development
Citizen-Centered
Services
Integrity and
Processing
CS
B
Ultim
ate
Ou
tco
me
s
Measurably improved public satisfaction and trust in the ability of government to serve their needs
HRSDC PAA Service Canada 2.0 ICSEM Model Executive Input
Service
StrategyHR Strategy
Enabling
Strategies
(HR, IT,
Finance)
Optimized
Organizational and
Workforce
Capabilities
EI One
Strategy
CPP/OAS
Service
Improveme
nt Plan
Transformation
of the
Department’s
Integrity
Function
Demonstrated
collaborative
government
Optimization of
Service Canada’s
comprehensive
service delivery and
processing footprint
Modernized, re-
engineered and
automated business
processes
A secure and
responsive financial
management model
and framework
Sustain service
excellence for
citizens
Improve the client
service experience
and the integrity of
programs and service
delivery
Significant
transformation in the
nature and quality of
citizen service
interactions and
ongoing relationships
Horizontal and
holistic, client-centred
initiatives (e.g., focus
on proactive
anticipation of client
needs, first-contact
resolution, improved
channel integration)
Improved Service
Efficiency and Cost
Effectiveness
Service Canada’s
seamless access to
information,
programs and
services
Promoting “service
excellence” and
consistency in the
service experience
across all channels
Facilitating user self-
service and guided
assistance
Informing citizens of
their entitlement to
other services,
benefits, programs
and initiatives
(bundling)
Enabling clients so
that they can find the
information and
services that they
require
Reduce
Channel
Churn
Real Time
updates to
account
information
Integration of
Information
Management
Practices
across
Channels
Directly empowering
citizens with
information they
need from the Web
to better enable self
service.
Develop
Maturity
Models
Roadmap to
define path
towards
service
improvements
Multi-
channel
journey very
clear for
people
Review Opportunities
for optimized
government
infrastructure
(duplication, footprint
of all service delivery
across GC)
Full Integration
of all channels
for Tier 1
Service
Delivery
Invest in ongoing
business
improvement and
manage costs
Improved operational
efficiencies and cost-
effectiveness,
including significant
reductions in manual
or paper-based
processes
26
Current ICMD
Functional Model
In Person Phone Web
In Person O
perations
Phone O
perations
Web O
perations
Draft: For Discussion Only
Strategy | S
ervice Delivery | P
erformance
Strategy | S
ervice Delivery | P
erformance
Strategy | S
ervice Delivery | P
erformance
Integrated Channel Service Experience Model
27
ICMD Proposed
Functional Model (Tiers 1, 2, 3)
In Person Phone Web
In Person O
perations
Phone O
perations
Web O
perations
Business Integration
Information Architecture/
Information Management
Process Alignment
Integrated Channel
Service Experience
Model
Draft: For Discussion Only
Client Journey
(Integrated Service Experience)
GovernanceIntegrated Performance / Reporting
Strategy | S
ervice Delivery | P
erformance
Strategy | S
ervice Delivery | P
erformance
Strategy | S
ervice Delivery | P
erformance
28
Thank You
Victor Abele
DG, Citizen Service Strategy – Service Canada
Denis Barbeau, Partner
Practice Lead – Strategic Business Consulting
Stephen Karam, Partner
Practice Lead – Government Service Excellence
30