Serving Canadians through Government On-Line

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Serving Canadiansthrough Government On-Line
Helen McDonald
Donna
Wood Assistant Secretary
Director
GeneralChief Information Officer Branch
Public Access Programs Branch
Treasury Board Secretariat
Communication Canada Government of Canada
Government of
Canada
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Evolution of Canadas Government On-Line (GOL)
initiative

• 1999 Speech from the Throne The Government
  will become a model user of information
  technology and the Internet. By 2004, our goal
  is to be known around the world as the government
  most connected to its citizens, with Canadians
  able to access all government information and
  services on-line at the time and place of their
  choosing.
• Budget 2000 initial two-year funding for
  launching GOL
• Budget 2001 600 million over the next four
  years to implement the government on-line
  strategy by 2005

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Government of Canadas service vision

• The Service Vision
• Using information and communication technology to
  
• enhance Canadians access to
• improved citizen-centred, integrated services,
• anytime, anywhere
• and in the official language of their choice

• GOL Delivery Target
• Most frequently used services on-line by 2005

Service Improvement Target 10 increase in
citizen satisfaction by 2005
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Client centricity and a whole-of-government
approach

• Service delivery user-centric approach to
  service delivery and multi- channel integration,
  driven by client priorities, satisfaction,
  efficiencies and feasibility
• Common secure infrastructure electronic service
  platform to enable integrated services and
  support secure Internet, telephone and in-person
  access
• Policy build citizen confidence in e-services by
  addressing privacy, security and information
  management
• Human resources cross-government approach to
  develop the right skills for electronic and other
  service delivery, focused on change management
  and competencies
• Communication encourage take-up, engage citizens
  to shape service evolution, assure citizens of
  commitment to channel choice, and reporting to
  Parliament

underpin the service vision
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Strategic investments in GOL and Service Delivery

• Estimated 2 to 4 billion invested by departments

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Political engagement through Cabinet Ministers

• Cabinet Committees on the Economic Union (CCEU)
  and on the Social Union (CCSU) approve the
  overall objectives, funding and major policy
  decisions
• Treasury Board Ministers approve policies and
  standards (information technology, information
  management, service delivery) and are updated
  periodically on progress
• President of the Treasury Board is lead minister
  for GOL and Service Strategy

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Organization at the departmental level
Secretary of the Treasury Board Comptroller
General of Canada 
IM/IT Stewardship Functional leadership for GoC
IT community Government On-Line by 2005 GoC
Service Agenda
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Interdepartmental committees supporting GOL and
Service Strategy (as of fall 2002)
Deputy Minister Committee (GOL/Service Oversight)
Service, Information and Management Board
CIO Council (CIOC)
GOL Leads
Information ManagementChampions
Information TechnologyChampions
Architecture Review Board
Information Management Policies Committee
Service Transformation Committee
Service Delivery Champions
http//www.gol-ged.gc.ca/governance/gov-gouv_e.asp
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Federal on-line presence in February 2000
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Defining how to organize for users
Life Event? Client Group?
Subject?
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Focus testing with Canadians to determine right
approach

• Focus Test 1 - The Organizing Principles, March
  2000
• 25 focus groups, 5-7 persons per group
• Moncton, Montréal, Toronto, Kelowna, Vancouver
• Youth, Adults with without Internet experience,
  Seniors, and Business
• Focus Test 2 - The Specific Clusters, May 2000
• 25 focus groups, 6-8 persons per group
• Halifax, Québec, London, Winnipeg, Calgary
• Youth, Adults, Seniors, 2 x Business, half of
  whom triedto get government services more than
  once in the past year

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provided more meaningful organizing principle
for
government information and services
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Common Look and Feel Standards

• Features
• consistent placement and content of bilingual
  institutional signatures and the Canada
  wordmark
• consistent placement and content of the use of
  official language buttons
• consistent content and placement of a common menu
  bar
• promotional space to identify special events
• use of universal accessibility tags
• consistent placement of institutional menu bars
• standard use and placement of dates
• consistent placement and content of important
  notices link

standardized federal web presence
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Result Redesigned Canada Site launched in 2001
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Ongoing testing with users

• Validation of organizing principle (Cluster
  Blueprint)
• One-on-one in-depth interviews (35)
• Focus groups (20) English Halifax, Toronto,
  Calgary, Lethbridge (14 groups) French
  Montréal, Rivière-du-Loup (6 groups)
• Respondent Categories Youth (3 groups) Seniors
  (3 groups) Business (4 groups) Disabled persons
  (5 interviews 3 English, 2 French) Light
  Internet users (5 groups) Heavy Internet users
  (5 groups)
• Total participation 274 participants - Mix of
  men and women
• Gateways and clusters conduct focus testing with
  their own user groups

ensures continuous improvements
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The Canada Site today
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Canadians Gateway
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Business Gateway
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International Gateway
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In addition to supporting the development of the
Canada Site as our e-platform

• Investment in common tools and supports
• Common content management system to re-use
  metadata tags
• Common metrics software to allow benchmarking
• Consolidated user support
• Common marketing strategy
• Joint focus testing and public opinion research
• Rationale
• Facilitates coordination or corporate approach
• Economies of scale facilitates sustainability

investments made in common tools and support
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Investments to accelerate service delivery

• Initial investments focused on pathfinders and
  pilots
• Competitive processes run to select projects
  which best met criteria
• Transactional services as well as information
  services, gateways and clusters
• Helped to gain momentum in getting a critical
  mass of services on-line, and new portals
  launched
• Reaches large number of Canadians
• Achieves demonstrable results early
• Helped also to break new ground
• Facilitates cross-departmental or
  inter-jurisdictional service integration
• Addresses horizontal policy issues
• Innovative client service delivery approaches or
  partnerships

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Investments to accelerate service delivery 2

• Over time focus shifted to
• Complete on-line delivery of most commonly used
  services
• Make progress towards more client-centred and
  joined-up vision of service delivery
• Explore options for further service integration
• Help gateways and clusters become platforms for
  integrated service delivery
• Provide common tools or services that would
  benefit as many departments as possible
• Selection criteria potential for service
  integration, client impact, focus test results,
  GoC priorities
• Projects reviewed for results, good project
  management

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Defining the most commonly used services

Horizontal services
Joined-up services
Gateways and Clusters
GOL 2005
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Services for Canadians by 2005

• 88 services including
• My Tax Account secure access to tax statements
  and ability to update personal tax returns
• Family Benefits streamlined provision of client
  tax information to provinces/territories for
  provincial income-tested programs
• Real-time determination of eligibility for
  veterans benefits and claims processing,
  automatic enrollment for income-tested pension
  benefits
• Application for and repayment of student loans

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Services for Business by 2005

• 39 services including
• Filing of corporate tax, GST and record of
  employment
• Grants and contributions e.g. high-tech sector
  and aboriginal businesses
• Export assistance services and permits for
  exports and imports of controlled goods
• Income-based stabilization programs for farmers

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Services for International Clients by 2005

• 8 services including
• Applications for immigration and visitors
• Secure, two-way electronic filing for foreign
  investment review
• On-line delivery of international development
  assistance

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Progression model developed to measure maturity
of services

• Transactional services
• Publish (1-3 passive/passive) information about
  the service is available on-line
• Interact (4-6 active/passive) clients can
  communicate on-line with government
• Transact (7-9 active/active) clients can
  complete a transaction on-line (clients and
  government can communicate with one another)
• Information services
• Publish (1-3 push) basic information is
  available on-line
• Customize (4-6 push/pull) information is
  deeper, increasingly client-centred holdings are
  increasingly interactive
• Provide client-defined access (7-9 pull)
  clients can increasingly manipulate/synthesise
  different information

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Annual departmental reporting

• To provide information to guide evolution and
  progress
• Began in 2000
• Departments and agencies asked to file reports on
  milestones for putting key services on-line,
  clients, benefits, risks
• Similar template used in 2001 and 2002
• But filings now on-line
• Some topics changed increased focus on
• link to strategic plan, governance structure
• changes needed to legislation, regulations or
  policy
• changes needed to departmental IM/IT systems,
  need for common infrastructure services
• human resources and skills implications
• marketing plans

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Comprehensive measurement framework includes
Privacy
Critical mass of services
Convenience
Security
Accessibility
Take-up
Credibility
Service transformation
Efficiency
Citizen/client satisfaction
Innovation
new tool to measure client satisfaction (CMT)
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Next step moving to multi-channel service
delivery

• Fifty percent of Canadians use multiple channels
  to obtain service, up from 26 in 2000 need to
  respond
• Need to address sustainability pressures
• Encourage use of on-line services
• Consolidate call centres, mail processing and
  in-person centres, single window sites
• Move to common infrastructure and business
  processes
• Opportunity to increase client satisfaction and
  the relevance of federal government to Canadians

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to support service transformation over the
longer term

• We must leverage GOLs client-centric, whole of
  government approach to service delivery across
  all channels to fully realize the benefits for
  service improvement and efficiency of delivery

Government On-Line is but a part of a much
broader issue the total transformation of how
governments organize to provide services and
informationto the users of their services as
well as for their own operationsthe fundamental
principleshould be a focus on the needs of
users Government On-Line Advisory Panel, 2002
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Defining the service vision to achieve service
transformation

• Service visions underway for 3 key clients groups
• Individuals
• Businesses
• International clients
• Visions supported by
• Client and service segmentation analysis
• Analysis of all components of delivery network
  (call centres, in-person centres, mail, Internet)
• Research on common enablers (marketing, HR,
  technology) and best practices
• Visions will be consolidated into government-wide
  service strategy

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Opportunities for service transformation

• Businesses must submit payroll information to
  multiple departments
• We are developing a single point of filing for
  business, which would be leveraged by multiple
  departments enhancing efficiency and reducing
  compliance burden
• To open a restaurant requires a minimum of 20
  permits or licences across 3 levels of government
• We are piloting a single licence site with
  provinces
• There are over 270 grants and contributions
  programs across 39 departments and agencies
• We are mapping common program designs

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Service Strategy Enablers Components of our
common technology infrastructure
Service Consumers Individuals Businesses Trusted
3rd Parties GoC Dept. Empl.
Service Providers GoC Dept (public internal
services) Trusted 3rd Parties (external services)
S e c u r e C h a n n e l
Presentation Services
Program Services
Application Services
Access Devices
Access Networks
Access Networks
Services
Services
Services
Application Bridges
Front End Providers
Security Services
Services
Information Services
Services
Network Services
Services
Network Infrastructure
Operations
Support
Platform, Hosting and Service Location
Infrastructure
Management
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Why a common infrastructure?

• Assures citizens that their information and
  transactions with government are protected
• Assures citizens of the authenticity and
  integrity of government sites and databases
• Protects against network intrusions
• Provides on-demand, broadband network services to
  departments and agencies
• Provides directory services and secure messaging
• Provides identification and authentication of
  individuals and businesses with which government
  conducts business
• Provides brokerage services and connectors to
  departmental enterprise-wide and administrative
  systems

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epass on-line authentication service

• What is it?
• a unique electronic credential
• allows on-line access to government programs and
  services that require enhanced security measures,
  including secure electronic signatures
• Citizens
• Address Change On-line
• My Tax Account
• Business
• Record of Employment

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Updating policies for an e-environment

• Privacy Impact Assessment ensures privacy
  considerations are taken into account in the
  design/re-design of service delivery
• Management of Government Information ensures
  that information assets are effectively and
  efficiently managed throughout their life-cycles
• Government Security Policy includes new IT
  Security Standards

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Improved Stewardship of IT assets will help
achieve

• IM/IT Stewardship
• Initiatives optimized for whole of GoC
  contribution to user-centred services
• Fewer systems but used by more programs
• IT infrastructure investments tied more directly
  to core business and service transformation

5.1B in 2001-02 Breakdown of spending by
category in 2001-02
efficiencies to be used for internal
transformation
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Communications and Marketing of on-line services

• Common approach to ensure consistent messaging
  around service delivery and key issues (e.g.
  privacy and security)
• Sustained multi-media advertising campaigns (TV,
  radio, transit, print, internal) attract users to
  on-line channel 30 increase in visitors
• Information kits to engage Members of Parliament
  in promoting on-line services to Canadians

to reach key audiences
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Public Reporting

• Annual Public Reporting of GOL plans and progress
  by departments and government-wide
  (www.gol-ged.gc.ca)
• First report against performance measurement
  framework expected in late Fall
• Departments encouraged to set and report publicly
  on service performance and client satisfaction

ensures transparency and accountability
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Reporting on Service Standards A Best Practice
http//www.ccra-adrc.gc.ca/agency/standards/menu-e
.html
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Engaging Canadians on Service Strategy

• Internet-based user panel
• 4,500 people
• Traditional Survey and Focus Groups
• Citizens First
• Business First
• GOL Advisory Panel representatives from the
  private, academic and voluntary sectors

through Public Opinion Research
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e-Consultation portal one stop access to all of
GoC

• Growing expectation for on-line consultation in
  Government
• Single window to information on GoC consultation

public consultation activities
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People and skills for Government On-Line

• Strategies for change in human resources
• support development of communities of practice
  for IT, IM and Service Delivery
• focus on capacity-building, recruitment,
  retention and reskilling
• develop and share community initiatives,
  management and work practices
• e-learning resources
• shared work descriptions and competency profiles
• organizational modelling
• GOL is key to modernizing public service,
  attracting the best and brightest

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The way forward

• Service visions for Canadians (HRDC-led),
  Business (IC-led), International (DFAIT-led)
• Client needs, expectations and channel
  preferences, and best practices in multi-channel
  delivery
• Opportunities for consolidation of service
  delivery networks call centres, mail
  processing, in-person
• Sustainability modelling for the common
  infrastructure
• Legislative and governance requirements for
  integrated service offerings
• Modelling impacts of service delivery changes on
  employees and skills required

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For more information

• www.canada.gc.ca

www.gol-ged.gc.ca
www.cio-dpi.gc.ca