The Transition to Client-Centered
Service Excellence Within the
Canadian Federal Public Service
Presentation to the CAPAM Conference in Putrajaya,
Malaysia – October 2014
Presented by:
DANIEL LECLAIR
Director General, Service Integration
Public Works and Government Services Canada
PWGSC - A Canadian Federal
Government Department
• Mission: To deliver high-quality services and programs
that meet the needs of federal organizations and ensure
sound stewardship on behalf of Canadians
• Mandate: Common service agency in the areas of
contracting, real property, Public Accounts, translation
and pay and pension and other administrative services.
PWGSC Facts
• Injects more than $14 billion annually into the Canadian economy
through government procurement;
• Provides accommodation to more than 265,000 public servants in
1,855 locations across Canada;
• Provides translation and interpretation services for more than 1,700
parliamentary sittings and parliamentary committee meetings, and
translates more than one million pages of text on behalf of other
federal organizations; and,
• Handles over $2 trillion in cash flow transactions as the Receiver
General for Canada.
• Over 60% of PWGSC’s budget comes from clients and many services
are considered “optional” whereby clients have the flexibility to obtain
them from other providers.
Past,
Transactional, Hands-on
Service Delivery Model
• Fiscal Restraint
• Changing Demographics
• New Technologies
• New Citizen and Business Expectations
• Policy Initiatives
Now,
Client-Centered
Business Model
These challenges created an
opportunity for
RENEWAL
2010 Client Service Strategy
• Bring clarity to SERVICE PRIORITIES and
EXPECTATIONS
• Improve service and SATISFACTION
MEASUREMENT
• Facilitate better CLIENT ENGAGEMENT
• Introduce concrete measures to enhance
CLIENT SERVICE CULTURE
In short, the Client Service
Strategy is…
Changing the way PWGSC does business by shifting away
from the hands-on delivery of services toward the
strategic management of business
The CSS has two major components – Renewed Service
Offerings and Enhanced Client Focus – which are divided
its six driving pillars.
Comprehensive Service
Agreements
Service Agreements are being established between PWGSC and
client departments and agencies to:
• Clarify roles and expectations for both PWGSC and client
departments;
• Improve PWGSC’s relationship with its clients;
• Facilitate strategic discussions and planning;
• Enhance transparency and accountability.
Clear Service Standards
PWGSC’s Service Standards help:
• Clarify expectations for clients and employees;
• Drive service improvement;
• Contribute to results based management; and
• Reinforce PWGSC’s accountability.
Innovative Service Offerings
As PWGSC’s moves towards more innovative service offerings, its
philosophy is based on the following:
• Transforming services to improve efficiencies and
effectiveness;
• Focusing services to meet government objectives
• Integrating and developing servcies to meet emerging needs;
• Optimizing mix of service channels to enhance access;
• Redesigning Web presence to ease access to services; and
• Developing new products to promote services.
Integrated Client Engagement
Client Engagement is one of the cornerstones of sound client service..
Specific techniques include:
•Embedding people, communication and values at the Project Level to
improve the client service experience;
•Improved governance at Service Agreement level using the
comprehensive service agreements, mentioned above; and
•Improved consultative methods to keep the client informed at all stages
of the project.
Increased Client Satisfaction
As increased client satisfaction is an ongoing organizational
goal, the aim is to continually strive for service excellence in
the delivery of client service and to remain vigilant and
adaptive for the evolving needs of clients.
• Leverage client engagement efforts and established
relationships by gathering feedback on a semi-annual basis via
a Client Barometer.
•Establish a unified approach to measuring client satisfaction
across the department.
Client Service Culture
The department has instituted a number of measures to
anchor service orientation in its culture, one of which is the
Client Service Competency. The Compentency was developed
to reinforce employees’ commitment to delivering high-quality
services and programs.
• It has been integrated into human resources activities to
improve overall quality of our services and to reinforce a
culture of service excellence among all PWGSC employees.
Moving Forward…
In order for the Client Service Strategy to remain relevant,
efficient and effective, it is important to create synergies with
the Government of Canada’s modernization priorities and
initiatives in alignment with its policy direction.
• Blueprint 2020
•Treasury Board Policy on Service
Blueprint 2020
1.Service to clients
2. Our Performance
3. Collaborative workforce
4. Process Busting
5. Whole-of- government contribution
Policy on Service
• The Policy on Service will apply to external services and internal enterprise services
Objective:
• To establish a strategic and coherent approach to the design and delivery of
government of Canada external and internal enterprise services that is client-centric,
realizes operational efficiencies and promotes a culture of service management
excellence
Expected Results:
• Better service experiences for clients
• Increased number and uptake of priority e-services
• More efficient GC services
Three Principles:
1) Client-Centric Service
2) Operational Efficiency
3) Culture of Service
Management Excellence
Foster a collaborative Maximize end-to-end services
and open workplace
Effective Performance
process- management
Engage in
busting Provide first- Meaningful
recognition
class services to
Carry on as a learning- clients Collaborate and contribute
at a whole-of-government
focused, innovative,
adaptive and value-added organization
level
Next Steps
Through the Client Service Strategy, the organization will continue to strive
for innovative ways to:
• Increase staff engagement and further foster a culture of service excellence;
• Move towards e-enabling as many services as possible; and
• Foster innovation with greater horizontal work within and between
departments and agencies.