Public Service and Procurement Canada (PSPC) Strategy. September 2016 RPB

Transcription

1 Public Service and Procurement Canada (PSPC) Strategy RPB September 2016

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3 John Quincy Adams, the sixth President of the United States, once said that if you inspire people to learn more, to dream more, to do more and to become more, you are a leader. 3

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5 ENTERPRISE SERVICES 5

6 Avoid Failures of Innovation 6

7 Avoid Failures of Initiative 7

8 Avoid Failures of Credibility 8

9 Avoid Failures of Learning 9

10 Avoid Failures of Coordination 10

11 We are not the organisation that puts up cubicles we are the organisation that enables productivity! 11

12 We are not ticket takers we are Market makers! 12

13 We are not this is the way we do it people we are this is the way we can support our clients business objectives people! 13

14 We are not just working with real property groups we are supporting Business and Program leaders! 14

15 PWGSC-RPB Vision A vision for Real Property (RP) Services was developed to embody our operational and strategic philosophy moving forward: Pride in Service Faith in People Excellence in Delivery 15

16 Service Management Model Essentials Pride in Service Faith in People Excellence in Delivery Foster client partnerships through collaborative planning, relationship building, and proven service delivery effectiveness to enhance overall client service reputation: Through our National Client Account teams, develop realizable medium to long range strategies and plans which can be delivered by clearly defined and nationally consistent Service Lines Through the identification of National Service Leads which are both operationally and strategically balanced AND positioned to evolve and innovate their Service Lines, provide world class services to clients Through the establishment of National Client Service Delivery Managers, increase emphasis on single window reporting for clients, service issues resolution, and enhanced client confidence that programs of work are under control Through the development of a National Workforce Management Strategy, enable productive utilization of our national skills bench and promote career development of key resources beyond the current geographical limitations Through the maturation of our National Services Call Centre to a fully equipped National Operations Centre, we will increase our overall response efficiency and problem prevention capability 1 6

17 Current State Pride in Service Faith in People Excellence in Delivery A deficient national level client planning and prioritization capacity Clients are requesting more consistent, predictable, relevant, timely services with as few service interfaces as possible. Our organizational culture of tickets takers distracts us from efforts on strategic, higher value services and plans (e.g., Workplace 2.0 tenant services or program). Current balance between Oversight and Risk is affecting RP agility and momentum to deliver 1 7

18 Current State Cont d Pride in Service Faith in People Excellence in Delivery We have a significant repository of operational data which we do not leverage enough to inform service design & delivery improvements: Deal with root cause with long term solutions instead of hitting the reset button Address supply chain performance management (landlords, service providers and their supply sources) Funding model for office space (perceived free good) compounded with sense of entitlement from clients, affects the decision making process, leading to less than optimal portfolio and financial results Insufficient planning collaboration between RP, GC IT Provider and client have contributed to delays in the delivery of Workplace solution program 18

19 Our National Real Property Service Lines Pride in Service Faith in People Excellence in Delivery Workplace Solutions: Work environments are designed to be modern, efficient, productive, and sustainable, and include mobile and flexible technologies fully integrated with SSC Property and Facility Management: Building environments are safe, flexible, reliable/available and clean Portfolio and Asset Management: Allowing PSPC and OGDs make informed and timely investment decisions balancing client and program needs Service Lines with clarified enterprise service accountabilities and operational responsibilities: Service Design, Evolution and Promotion Real Estate: Transaction support to acquire or dispose of property rights, interests, and obligations including Payment in lieu of Taxes Technical Services: Bringing specialized expertise to tackle architectural, engineering, heritage, environmental, and safety challenges Project Management: Ensuring on time, on budget, on scope of real property project delivery National Workload Prioritization & Capacity Management Strategies Functional Direction, Tools, and Training Quality & Client Monitoring, Compliance and Oversight Heating and Cooling Plants and Engineering Assets: Ensuring operational efficiency, reliability and safety for government and communities National Services Delivery and Management: Coordinate, facilitate, and monitor the delivery of program of work for clients National Performance Measurement, trends, benchmarking and Continuous Improvement Operational execution leveraging NCA and regional structures 1 9

20 Key Service Delivery Enablers Pride in Service Faith in People Excellence in Delivery National Strategic Client Relations and Demand Management: Primary point of contact for client plans, priorities, and strategies at the national level Program Management: Ensuring national stewardship and financial management of the Real Property Program Strategic Planning, Administration, and Renewal: Horizontal coordination of strategic planning, workforce management, IM/IT business requirements, business management, evaluation, and risk management Strategic Sourcing: Supporting Service Leads with the implementation of sourcing strategies, plans, and oversight 20

21 PULLING IT ALL TOGETHER FROM TICKET TAKERS TO MARKET MAKERS RP Key Priorities Service Improvement Service Improvement Sub-initiatives Results Greening Government Operations Managing PSPC owned assets Real Property Delivery Partner for Departments Client Service Strategy Implementing a service management model for a more effective service delivery Strengthen client centric services by having a better understanding of our clients business and multi-year planning. Improved effectiveness and timeliness in our delivery of RP Services and Priorities Client-centric services along with robust Client multi-year plans Service Improvements Changing the Way Work Service leadership by having standardized services that are consistent nationally Enhanced efficiency of service delivery and reporting through Real Property IM/IT Tools Business Financial Model Mandate Priorities PILT Fair and transparent PILT payments Supporting solutions for affordable housing Partnering with other branches and other departments to better integrate service delivery. Effective service delivery through a continuous improvement and better internal delivery Clear accountabilities Performance and evidence based service delivery Comprehensive Land Claim Agreements