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

Part 1 – The Rationale Behind Organizational

Transformation

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

Service Management Structural Review Mandate

Part 2: CSB Branch Structural Review

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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

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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)?

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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

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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

Structural Review

Identifies broad rubs and gaps between

units and outlines desirable Future States

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”

Change Management

Provides structure to transition from As-Is to To-be

states

Part III: The Service Canada Business Process

Review

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.

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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

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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

Sample Organization Transformation Model

29

Thank You

Victor Abele

DG, Citizen Service Strategy – Service Canada

victor.abele@servicecanada.gc.ca

Denis Barbeau, Partner

Practice Lead – Strategic Business Consulting

barbeau@systemscope.com

Stephen Karam, Partner

Practice Lead – Government Service Excellence

karam@systemscope.com

30