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SCAV Conférence annuelleCSVA Annual Conference

2004Le Value Management pour remodeler une organisation gouvernementale -Using Value Management to redesign a government organization Par / by Roger Giroux

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Objective and the context of the presentation

ObjectiveExplain the contribution of Value Management to the reform of Public Curator of Quebec

ContextContext of the organization and its reformPhases of its reform and the role of Value ManagementApproach managementResults and their integration within governmental development

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Looking back... Context of the organization and its reform

IN THE INTEREST OF THE PERSON

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Missions of Public Curator

ProtectionThe Protection Division supervises and coordinates protection and representation services for incapable people and the administration of their assets

Unclaimed Property The mission of Unclaimed Financial Products is the collection and provisional administration of the unclaimed assets, and their liquidation under the jurisdiction of the Public Curator in order to transfer them to their rightful owners, claimants or, if none, to the government.Value Management has been used to serve protection.

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Context and background...

1997-1998: Unfavorable reports by the Auditor GeneralOmbudsman

Reported major deficiencies in theperformance of its mission.1998-2001: Profound reform in crisismanagement mode. Urgent need to react.2001-...: Thorough restructuring of the organization

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Phases of the reform: Dynamic interplay

NEW DEFINITION OF PROCESSES (Reform)

CONTINUED IMPROVEMENT (Realign)

ORGANI-ZATIONAL

DESIGN

PROCESSOPTIMIZATION

STRATEGIC REDESIGN(Reinvent)

PROCESS REINGENEERING(Restructure)TECHNOLOGY INTEGRATION

(Achieve)

CHANGE INTEGRATION

(Achieve)

PHASE I

PHASE II

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Who is it done for?

Our clientsIncapable peoplePrivate representatives and tutorship councilsMandatariesGeneral public (information and registers)

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REFORM OF THE PUBLIC CURATOR (PHASE I) 1998 - 2001

Reorientation on personsProfessionalization and regionalization of the organizationRaising and restructuring the resource level(from 200 to 400 – 600 staff changes) (from 3 to 23 managers)Development of general service structuresBeginning of the implementation of new ways of doing without detailed plan or method

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Reform of the Public Curator (Phase 1) 1998 – 2001 (cont’d)

That is how the Public Curator of Québec reinvent itself.

Now, it has to be rebuilt ...

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The reform in two phases

Phase 1 completedSocially recognized missionReorientation on the person underwayMore active presence with people and community resources

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Phase 2 (in progress) – 2001-...

Defining the expected service levelsDeveloping, structuring and equipping Protection management Developing an optimal organizationRedoing the computer support system for the Public Curator while continuing short-term improvements

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Throughout the project, Value Management was used to

Identify client needsAdopt a vision for our organization for 2006Identify our strategic functionsDefine the expected service levelsDevelop an optimal organization

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Integration of Reform and Implementation of Information Technology Strategic Planning

Profound understanding of

the needs that have to be satisfied

within the Reform

Value Management to some extent

Acquiring and investigating opportunities

offered by ITSP technologies

TARGET ARCHITECTURE FOR THE ORGANIZATION

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Put into context

Target architectureTarget architectureInformation Systems Information Systems

Process Process

Reform of Public Curator

Reform of Protection

Reform of Unclaimed

Property

Reform of support

services

ITSP implementation

Project 190.1 Project 390Project 190.2

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Value ManagementValue Management

Objective

CREATE VALUE

Objective

CREATE VALUE

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Create ValueCreate Value

ValueValue

FOR WHOM?FOR WHOM?GOVERNMENTGOVERNMENT

(elected officials, policies, (elected officials, policies,

society)society)

CITIZENSCITIZENS--CLIENTSCLIENTS

(Service levels)(Service levels)

EMPLOYEESEMPLOYEES

(personal development, health, (personal development, health,

pleasure, remuneration)pleasure, remuneration)

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Approach

A reversed participative approach, from bottom / upManagement Committee adjusts and defines a reference framework for the review and design workTeams design the processes

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2002-2003No reform without reform teams!

9 teamsMore than 125 people involved (replacement of operational resources)A truly participative approach!!

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Teams

INTAKETeam

REPRESENTATIONTeam

DOCUMENTS MANAGEMENT

Team

ASSETS Team

COMMUNITYTeam

LEGALTeam

SUPERVISIONTeam

SHORTSHORT--TERM PROJECTTERM PROJECTSSTeamTeam

PROTECTIONPROTECTION

TeamTeam

((IntegrationIntegration))

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Roles of the teams

Agree on needs to be satisfied Identify possible short-term improvementsDefine the strategic functions and relatedservice levelsIdentify the beginning of new approaches Contribute to the design of different projects that will make the protection reform more concrete

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Team Work Schedule

Phases: Deliverables:

1. Initiate work Work schedule Mobilization of project teams

2. Define needs Service levels

3. Identify optimal concept

General architecture (freeze needs and

concepts)

4. Execute preliminary design

Detailed architecture Business policies and rules Organization chart (roles and responsibilities) Implementation and training plan

5. Execute detailed design

Systems Directives Training tools HR integration plan

6. Implementation Revised and functional organization

ITSP

Pro

ject

19

0

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Integration team

Integrate all information received from the different project teams to ensure consistency with the overall Protection vision

Validate information Ensure that all aspects are coveredArbitrate potentially conflicting levels and flexibilities

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First stage: Results

Reorientation on our principal reason Reorientation on our principal reason for being and define the functional for being and define the functional

model for Protectionmodel for Protection

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Deliverables

Architecture of the Curator’s Protection Mission Implementation of strategy for the architecture

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Results

Functional treeFunctional specificationsShort-term projects

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2. SUPERVISE THE REPRESENTATION OF PEOPLE UNDER PRIVATE SUPERVISION

1. LAUNCH APPROPRIATE MEASURES

* SEE TO THE PROTECTION OF

INCAPABLE PERSONS**

3. ASSURE THE WELL-BEING OF INCAPABLE PERSONS

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A tree grows many leaves...

See to the protection of

incapable persons

1.Launch appropriate measures

1.1Decide intervention instit. supervis.

1.2 Process report or clarify situation

1.3 Process consent without supervision

1.4 Close juris. or request supervision.

1.1.1 Validateinfo.

1.1.1.1A Know person+ assets

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After the why and the how,the desired performance

Results of functions (e.g. action plan)Criteria for appreciation (e.g. delay)Criteria level (e.g. number of days) Flexibility of level (e.g. not negotiable)

We have the functional specifications!

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Short-term projects

Team assignment Identify potential solutions Start short-term projects Obtain small, fast successes

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8 Short-term projects (2003-2004)

Intake screenDG (General Director) Report (xml)Reassessment form, process revisionInvestigation: harmonization of depts.(DAP-DT)Investigation guide + asset record + territorial allocationInvestigation (guide and process)Management framework for personal expense allowances of the incapableProcessing centre (CTDPAE)

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Conclusion of Step 1

Value Management and the functional model enrich the tools management needs to...

Explain its visionOrient its organizationTranslate its objectives into actionsMotivate its staffStay on track in a constantly changing worldShared knowledge of individual realitiesFrame of reference for values

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Six principles adopted

1. Continue the reorientation on the person 2. The person and his assets form a whole

whose parts cannot be disassociated3. Protection must guarantee sound asset

management

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Six principles adopted (cont’d)

4. Delegate and Client Representative: first line interveners invested with the authority of the CPQ and unique client interface

5. Protection measures for incapable persons are coordinated

6. Synergy depends on mastery of information

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Stakeholders involved

Public Curator employees

Public Curator clients

Care-givers and organizations

Public authorities

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Assessment criteria

16 criteria + 1 weighting =

1 value framework!

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Value framework

Référentiel de valeur - ORGANISATION2003-03-20

6460

46 4642

3935

3025 23 22

18 17 1512

6

0

10

20

30

40

50

60

70

Invest

ir chaq

ue inte

rvenan

t de l'a

utorité

, des m

oyens

et du s

avoir-fa

ire du

CPQ

Profil d

es com

pétenc

es/rôle

et res

ponsab

ilités d

es inte

rvenan

ts du C

PQ

Simplic

ité et c

onvivia

lité po

ur l'int

ervena

nt du C

PQ de

s outil

s et de

s interf

aces a

vec le

CPQ

Crédib

ilité de

s agen

ts trav

aillant

à l'int

erface

avec le

s orga

nisme

s du m

ilieu

Respe

ct des

engage

ments

et des

délais

vis-à-

vis de

s orga

nisme

s parte

naires

Qualit

é des

interfac

es ave

c les o

rganis

mes d

u milie

u

Vigilan

ce/effi

cacité

dans le

servic

e au c

lient

Facilite

r le res

pect du

code

de déo

ntolog

ie et de

l'exer

cice d

u jugem

ent éth

ique

Intégrit

é dans

le ser

vice a

u clien

t

Respe

ct des

rôles e

t des re

sponsa

bilités

entre

le CPQ

et les

organi

smes

du mil

ieuAd

aptatio

n à la

spécifi

cité du

client

Proxim

ité du

client

Efficie

nce/eff

icacité

pour l

es pou

voirs p

ublics

Imputa

bilité p

our les

pouvo

irs pub

lics, y

compris

les cit

oyens

eux-mê

mes

Enviro

nneme

nt sécu

risé

Contri

bution

au dé

velopp

ement

de la

société

québé

coise

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2003-2004

Step 2It is the year of corporate architecture for the Public Curator!(Methodological, governmental framework)

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Now we are ready to design the corporate architecture for the

Public Curator!

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Work teams

3 basic teams for the processes11 teams for business objects

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Business processes

3 basic teamsIntakePrivatePublic representation

Sub-teamValidation by integration team

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Business objects: 11 teams

ServicesProgram Service DocumentsRegister / Records (clients,authorized person, assets, legal proceedings)

CorrespondencePublic registersProtectionResourceInformationValidation team

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Business models - protection

Tierces parties

Citoyen

Personneinapte

Ayantsdroit

CLIENTSADMINISTRATIONADMINISTRATION

SUPPORT À LA MISSION

EN COURS DECONSTRUCTION

Conseilde tutelle

Proches

Enclencher des mesuresde protection adéquates

Surveiller la représentation depersonnes sous régime privé

S’assurer du bien-être despersonnes sous régime public

PRESTATION DE SERVICESPlanification

stratégique etopérationnelle

Repré-sentant

légal

Suivi desrésultats / reddition

de comptes

……...

Gestiondes

ressources

Gestion ducadre légalet normatif

Gestion desplaintes sur la

qualité des services

Partenaires Délégataires FournisseursP/S personne

Évaluationdes besoins

des clientèles

Soutienaux

opérations

Pilotage(processus

et systèmes)

Communication

Servicesjuridiques

Gestiondocumentaire

…….. ……..

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Organizational models - protection

Private Private supervisionsupervisionIncapable Incapable persons’persons’ ProtectionProtection

Dossier client

Responsableclient

Clients : PI + RL + CT

Curatrice

Agentvérificateur

Soutienadministratif

Curatrice

Dossier clientSystème d’information

CLIENT

Délégué Fiduciaire

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Organizational models - protection

Interface Interface with external stakeholderswith external stakeholders

Dossier clientSystème d’information

CLIENT

Réseau santé Fournisseurs

PartenairesSoutienadministratif

Curatrice

FiduciaireJustice

Délégué

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Organizational models - protection

Support of Support of internalinternal expertsexperts

Dossier clientSystème d’information

Soutienadministratif

Curatrice

CLIENT

Délégué Fiduciaire

Investigation

Immeubles

Finances

Médical

Juridique

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The design becomes more precise...

Business objects design the new information system

Business models and processes design the organization of the protection mission

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Business processes

Launch appropriate stepsSupervise the representation of people under private supervisionAssure the well-being of people under public supervision

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Example of a process

Tribunal

Requérant

Personne, Réseau

Il faut avoir la capacité de cumuler lessommes versées par les agents payeurspour surveillance future en cas defranchissement du seuil

Décision

1.1.1AValider les

informations(Public)

1.1.1BAnalyser l’information

reçue(Privé)

1.1.3BValider l’implication duCurateur public dans le

dossier d’un mineur

1.1.2B Conseiller sur le moyen deprotection (majeurs)

1.1.2AÉvaluer le besoin de

protection

1.1.4ABFormuler et

documenter laposition du Curateur

1.1.3AInformer les proches des responsabilités et obligations

Personne PersonnePersonne informante du décès

1.2Traiter un

signalement ou touteautre situation à

clarif ier

1.3Traiter une demandede consentement aux

soins hors régime

Contestation

InformationAvis payeurs

Rencontres

Réseau, PersonneOrganismes payeurs

3.0S’assurer du bien-êtrede la personne inapte

Personne

Informations

sur respons

abilités et ob

ligations

(dépliants,

let tres, guid

es)

Avocats, Notaires

1.1.5Analyser lesprocéduresjudiciaires

(hors juridiction)

Informationsalternatives

Avocats, Notaires,Organismes,

Tierces parties

Réseau

Notaire

Tierces partiesAvocats, Notaires, Organismes

Banque de données

Contestation Cas de réévaluation:- Demande de modification de régime (aug., dim., main levée)

- Déposer une procédure demandant fermeture

Autres interventions

- Recommandation de régime public- Recommandation de régime privé

- Requête en adm. provisoire- Requête en jugement (30 jours)

Décision deNon-ouverture

1.2Traiter un

signalement ou touteautre situation à

clarif ier

Gestion d’affaire

Banque de données

1.1.

0S

aisi

r et

con

stitu

er le

s re

gist

res

Demandes d’information

Certificat de décès du

mandataire (majeur) ou RL

Autres documents enlien avec la protection

Rapport DG

- Requêtes - privé, majeur

- Requête en homologation de mandat

- Requête en ouverture de régime privé

- Avis demande d’ouverture

- Avis d’homologation

Avis payeurs

(tutelle mineur

légal)

Diverses requêtes

(Garde, soins & hébergement,

examen psychiatrique, etc.)

Personne,Milieu de vie

Demande de

réévaluation

non planifiée

Jugemen

ts

Tribunal 1.4Fermer une (ou des)

juridiction (s) oufermer une demande

d'ouverture ...

- Administration provisoire- Ouverture régime publicFermeture de régime

2.0Surveiller la

représentation depersonnes inaptes

sous régimes privés

- Ouverture régime privé- Tutelle dative

- Remplacement (PT 2.3)

Décès

Prendrecontact avecle requérant

Exposer lesalternatives

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Model for business objects of the Public Curator

TIERCESPARTIES

DÉLÉGATAIRE DÉTENTEUR FOURNISSEUR P/S PARTENAIRE

16 SEPTEMBRE 2003

ADMINISTRATION

SOUTIEN AUX MISSIONSMANDAT

Définit

Définit

Produit

GESTION DES DOCUMENTS

DOCUMENT

INDICATEUR DEGESTION

INSTRUMENTATION

PLAN

PRESTATION DE SERVICES

INFORMATION DE RÉFÉRENCE

OPINIONS

CONNAISSANCE

RENSEIGNEMENTSEnrichit

Génère

PRESTATAIRE DESERVICES

MODÈLE DEPRESTATION

SUIVI DES TÂCHES

CHARGE DE TRAVAIL

PRESTATION

Effectue

Affecte

Module

Génère

DOSSIER CLIENT

SERVICE

USAGER

OFFRE DE SERVICE

DEMANDE DE SERVICE

Consulte

Effectue

Concerne

CLIENT

PATRIMOINE

CONNAISSANCECLIENT

GESTION DESACTIVITÉS CLIENT

A besoin Concerne

Concerne

Concerne

Est titulaire

GESTION DES TIERCES PARTIES

TIERCES PARTIES ÉCHANGEImplique

RESSOURCE

RESSOURCEFINANCIÈRE

RESSOURCE HUMAINE

RESSOURCEINFORMATIONNELLE

RESSOURCEMATÉRIELLE

Est associé Utilise CLIENT

CITOYEN

PERSONNE INAPTE

PROCHE

REPRÉSENTANTLÉGAL

CONSEIL DE TUTELLE

AYANT DROIT ETPROPRIÉTAIRE

ÉTAT

Utilise

Participe

COMPTABILITÉPATRIMOINE

Impute

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“Client file” Area

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Business object “client”

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And now, who does what!

Specify Roles and responsibilitiesOrganization chartWork processes

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An example of who does what

MES

SF/C

CCRe

ssou

rces

/m

édec

in/

spéc

ialis

tes

CR/ré

siden

ce/

éduc

ateu

rTe

chni

cien

du C

entre

de

traite

men

t

Identifier lesbesoins spéciaux

1.1 Contacter le CRpour décrire lesbesoins identifiés

1.3.1 Conserverune copie

1.2 Acheminer lesdocuments et unestimé d'unfournisseur au Centrede traitement

1.3 Envoyer lesdocuments et l'estimédu fournisseur au CCC

2.0 Analyser etdéterminer l'admissibilité

2.3 Transmettre parcourrier l'avis dedécision au CTDPAE

2.2 Analyser l'avisde décision

2.2 Ajustement de laprestation mensuelle est

requise?

2.2.1 Faire lesa jus tements auxpres ta tions pour

période de 12 mois

2.2 1 Demande est-elleacceptée

2.2.3 Transmettre l'avis de décis ion à laDAP (a lloca tion e t hébergement) par

courrie r interne

2.2.2 Ins crire des notes au doss ier

2.2.1 Informer le CR de la décis ion parcourrie l pour fa ire l'a jus tement des

prévis ions budgéta ires

2.2.4 Archiver l'avis de décision etles documents connexes (TOME C)2.2.1.1 Faire suivi du

dossier

OUI

NON

NON

OUI

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Next step: harmonization with computer solutions

Sufficiently define the work processes to select an appropriate computer solutionIn computer jargon, it’s the preliminary analysis step!

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Computer solutions

Three categories forThe whole client relationship management (CRM)Electronic management of documents, reference material and instrumentation (EDM)Management of assets under administration (BSA)

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Working together pays off

TTHANKHANK YOUYOU!!

SCAV Conférence annuelleCSVA Annual Conference2004Objective and the context of the presentationLooking back... Context of the organization and its reformMissions of Public CuratorContext and background...Phases of the reform: Dynamic interplayWho is it done for?REFORM OF THE PUBLIC CURATOR (PHASE I) 1998 - 2001Reform of the Public Curator (Phase 1) 1998 – 2001 (cont’d)The reform in two phasesPhase 2 (in progress) – 2001-...Throughout the project, Value Management was used toIntegration of Reform and Implementation of Information Technology Strategic PlanningPut into contextValue ManagementCreate ValueApproach2002-2003No reform without reform teams!TeamsRoles of the teamsTeam Work ScheduleIntegration teamFirst stage: ResultsDeliverablesResultsA tree grows many leaves...After the why and the how, the desired performanceShort-term projects8 Short-term projects (2003-2004)Conclusion of Step 1Six principles adoptedSix principles adopted (cont’d)Stakeholders involvedAssessment criteriaValue framework2003-2004Work teamsBusiness processesBusiness objects: 11 teamsBusiness models - protectionOrganizational models - protectionOrganizational models - protectionOrganizational models - protectionThe design becomes more precise...Business processesExample of a processModel for business objects of the Public Curator“Client file” AreaBusiness object “client”And now, who does what!An example of who does whatNext step: harmonization with computer solutionsComputer solutionsWorking together pays off