Provide an overview of PWGSC s commitment to improve service delivery to small departments and agencies (SDA).

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2 Provide an overview of PWGSC s commitment to improve service delivery to small departments and agencies (SDA). 2

3 Overview PWGSC Profile, services and challenges Client Service Strategy Transformation Initiatives Small Departments and Agencies (SDAs) Profile and challenges PWGSC serving SDAs 3

4 PWGSC - Profile Vision: To excel in government operations Mission: To deliver high quality services and programs that meet the needs of federal organizations and ensure sound stewardship on behalf of Canadians. Approximately 54% of PWGSC s $5 billion budget comes from direct billing to clients. 4

5 PWGSC - Services Buying and Selling Property and Buildings Security, Corporate & Information Services Payments and Pensions Translation, Terminology and Interpretation 5

6 PWGSC - Challenges Fiscal Restraint Changing Demographics New Technologies New Citizen and Business Expectations Strategic Initiatives 6

7 Client Service Strategy: A Solid Foundation Since 2010 Renewed Service Offerings Comprehensive Service Agreements Clear Service Standards The six pillars of the Client Service Strategy are firmly rooted in PWGSC culture. Clients Enhanced Client Focus Integrated Client Engagement Increased Client Satisfaction Innovative Service Offerings Client Service Culture 2010 Vision: To position PWGSC as an integrated, innovative service organization 2010 Objective: To strengthen the relationships between PWGSC and its clients, through the establishment of strong partnerships and a culture of client service excellence. 7

8 Clear Vision for Best Results Working mainly in silos. Client satisfaction low to medium. Limited published service standards. Few e-enabled services. Focussed on process Before Stronger strategic partnerships with clients Enhancing integration between Branches and Regions Increasing client satisfaction Strengthening a service excellence culture Publishing Service Standards and Results Building e-enabled services 2020 Valued partner Integrated and whole-ofgovernment solutions Expanded e-enabling of services Streamlined, agile and focused on outcomes 8

9 Examples of Transformation Initiatives Smart Procurement Transformation of Pay and Pension Administration GCDOCS Human Resources Systems Renewal My GCHR Shared Travel System Workplace 2.0 One Knock service for SDAs 9

10 Small Departments & Agencies 10

11 SDAs - Profile Entities of less than 500 employees with an annual budget of less than $300 million. Roles include quasi-judicial or administrative tribunals, regulatory and oversight agencies, and advisory, research and grant-giving organizations. Sizes vary widely, from as few as two employees to as many as several hundred employees. The smallest SDAs, with fewer than 50 full-time employees and annual budgets of less than $50 million, are often referred to as micro agencies. 11

12 Community of Federal Agencies Promotes to central agencies the needs and challenges of CFA member agencies, with a focus on the needs of small agencies Networks Heads of Federal Agencies (HFA) Small Agency Administrator s Network (SAAN) Small Agencies Finance Action Group (SAFAG) Personnel Advisory Group (PAG) Heads of Information Technology of Small Agencies (HoIT) Security Advisory Network for Small Agencies (SANSA) 12

13 Complex rules, practices and procedures often designed for larger government departments. High employee turnover and less corporate memory. Limited capacity to meet legislative obligations, deal with reporting requirements, or seek out external services. Limited capacity to build, sustain, and improve internal services such as finance, human resources, case management, procurement and security clearances. 13

14 PWGSC serving SDAs 14

15 PWGSC Client Base Revenues SDAs 2% Others 35% SDAs 65% Others 98% 15

16 Personalized service when possible Integrated approach Service Offerings Personal contact from service lines Added-value solutions Service Standards Service agreement for the SDA community Service Agreements One Knock approach Service requests Other questions, concerns,suggestions Client Satisfaction SDA Summit Proactive outreach Client Engagement Governance and client service Commitment to include SDAs in consultations when creating or modifying services Service Culture 16

17 In March 2013, PWGSC signed a service agreement with the Heads of Federal Agencies. The high-level features of this agreement are as follows. Signed by the DM PWGSC, and the Chair of the HFA Two-year duration; may be amended or extended to five years Commitment to include SDAs in consultations when developing or updating services One Knock approach Mutual objectives 17 17

18 Service Agreement: MUTUAL COMMITMENTS Identify service needs. Work together through joint business planning. Produce reports on measurable service standards. Effectively use service delivery methods. Measure client satisfaction. Improve labour relationships and practices. Promote and recognize a culture based on service excellence. Uphold the values of the public service. 18

19 Measures SDA Summit Consultation with over 50 SDAs Summary of consultations by service line 19

20 Measures One Knock approach Forward SDA requests to the correct business lines Inform SDAs about the best methods of service delivery in the future No wrong door any employee who receives a request will inform the client of the correct person to contact 20

21 Measures Workshops Designed to respond to common SDA problems or pressures: - Getting ready for Workplace Use of procurement delegation - Shared case management and document imaging system - Access to professional services and temporary help services Communications - GCPedia page - CFA Secretariat - HFA Executive Steering Committee - SAAN Executive Committee - Networks add to agenda 21

22 Measures Blueprint 2020 objectives for SDAs - Co-organized with the CFA Secretariat Acquisitions Branch is developing an e- procurement solution - SDA consultations - An SDA community representative is a member of the ADM-level e- procurement committee 22

23 Conclusion Efficiency gains through: Business Transformation Technology, process, HR Client Service Strategy Renewed service offerings, client orientation Greater effort to listen to and serve SDAs One Knock approach 23

24 Thank You

25 Common Commitemnts (1 of 8) SDAs and PWGSC will work together to clearly define service needs. PWGSC will strive to be at the forefront of modernized and innovative service offerings (e.g. Pay transformation and streamlined pay processes to improve service to client employees and reduce costs). SDAs will initiate discussions with PWGSC in a timely manner, with specified serviced needs, detailed planning, and comprehensive budget information, to promote effective service delivery.. 25

26 Common Commitments (2 of 8) SDAs and PWGSC will improve collaboration through joint business planning to clarify roles, facilitate strategic discussions, strengthen relationships, and enhance transparency and accountability for services rendered. PWGSC will work to build and maintain strong relationships with clients while valuing the trust and confidence they place in us. SDAs will work to build and maintain a strong relationship with PWGSC as the provider for common services, and support grouping of clients and/or services to facilitate service design and delivery. 26

27 Common Commitments (3 of 8) SDAs and PWGSC will set out and regularly report on measurable services standards to improve, re-evaluate and modernize current service performance and develop innovative new services. PWGSC: aim to meet the established high standards for client satisfaction and responsiveness (See published service standards and results: SDAs: Become familiar with service standards and take part in consultations that influence decision making and improvements to client service delivery. 27

28 Common Commitments (4 of 8) SDAs and PWGSC will adapt to each other s needs, communicate clearly and make effective use of service channels. PWGSC will continue to develop communication tools and strategies that facilitate access to services. 28

29 Common Commitments (5 of 8) SDAs and PWGSC will work together to effectively measure client satisfaction and gain a better understanding of client needs and how to strengthen service delivery. PWGSC will monitor and measure client satisfaction through effective feedback mechanisms. SDAs will participate in and make use of tools for sharing constructive feedback to shape current and future service offerings. 29

30 Common Commitments (6 of 8) SDAs and PWGSC are committed to improving practices, services and overall working relationships. PWGSC includes SDAs in its systemic consultations with its braoder client community. SDAs actively engage with PWGSC throughout the service delivery to support open, fair and transparent processes. 30

31 Common Commitments (7 of 8) SDAs and PWGSC will work together towards continuous improvement of service. PWGSC will foster and recognize a culture of service excellence among employees. SDAs will promote behaviours and initiatives in their own organizations that reinforce continuous improvement of service. 31

32 Common Commitments (8 of 8) SDAs and PWGSC are committed to safeguarding the public trust by ensuring that serivce is delivered in accordance with high standards of accountability, transparency, caution, integrity, consistency and fairness. PWGSC is committed to delivery service in an open, fair and transparent manner aligned with its responsibility for stewardship. SDAs are committed to upholding the values of the public service in all interactions with PWGSC. 32