Recommendation 2:40:  The Treasury Board of Canada Secretariat and Human Resources and Skills Development Canada, in consultation with departments, should develop a government-wide service delivery strategy to improve services to individuals and businesses and facilitate the cost effective delivery of services across the government.

Agreed. Human Resources and Skills Development Canada (HRSDC), through Service Canada, is committed to collaborating with the Treasury Board of Canada Secretariat (TBS) and other departments and agencies, to initiate and support the development of a single overall strategy for service delivery within the Government of Canada (GoC).

Evolving HRSDC’s service delivery approach to cost-effectively improve service delivery to citizens remains a significant priority of the Department’s portfolio, as outlined in the 2013-14 Reports on Plans and Priorities.  To date, HRSDC, in partnership with TBS, has engaged eleven key government departments in a review of their respective service delivery operations.

Building upon the lessons learned from this exercise, HRSDC will continue to partner with TBS and other government departments, with a view to developing by March 2015, a shared strategy and work plan that will align departmental efforts in support of shared objectives.

TBD

Service Management Branch (SMB) within Service Canada, in consultation with OSI Branches, will collaborate with TBS and co-lead consultations with other government departments (OGDs), to develop options for a GoC Service Delivery Strategy which could include the following steps:

·         Define roles and responsibilities of lead and other implicated government departments in the development of a GoC-wide service strategy.

·         Review colleague departments existing departmental service delivery strategies to establish a baseline/building blocks for interdepartmental concurrence.

·         Seek implicated government departments concurrence on the baseline/building blocks established for a GoC-wide strategy.

·         Outline major deliverables and timelines.

·         Develop options for a  GoC-wide service delivery strategy and implementation plan that could include:  

o    a monitoring and reporting framework; and

o    a governance framework

Employment and Social Development Canada (ESDC) (formerly Human Resources and Skills Development (HRSDC)) and TBS will establish a joint working group to ensure that:

·         There remains strong coordination between the two lead organizations and other implicated government departments in the development of options for a GoC-wide strategy development plan.

·         Issues and potential set-backs are identified and addressed in a timely fashion

·         Logistical needs for meetings are provided and other necessary inter-departmental engagement activities are carried out on schedule.

Further, in support of its vision for electronic services, ESDC is drafting regulations for electronic delivery of benefit programs under Part 6 of the Department of Human Resources and Skills Development Act (“Electronic Administration & Enforcement”).

OPI: SMB

March 2015

Recommendation 2.45:  Human Resources and Skills Development Canada, Veterans Affairs Canada, and Industry Canada should each develop their own integrated strategies and plans for the online delivery of services to Canadians that are cost effective and client focused.

 Agreed. HRSDC, through Service Canada, will work to enhance the coherence of its new Service Delivery vision, Vision 2020, which embodies strategies and plans to effectively improve services for Canadians.  Electronic service delivery is a large component of this Vision and would eventually evolve into a comprehensive e-service strategy.

To further advance its service delivery vision, Service Canada will develop and implement, by April 2015, an Integrated Multi-Year Strategic Plan to manage the implementation of the Service Strategy and to track and report progress on the associated projects and initiatives over time. 

 TBD

SMB within Service Canada, in consultation with OSI branches will:

·         Enhance Service Canada’s Vision for service delivery with a stronger on-line focus that is targeted at achieving service excellence and cost-effectiveness. 

·         Develop a Service Strategy that is integrated within the organizational planning process and allows for progress to be made in achieving the goals and objectives of the Service Canada Vision.

o   Service Strategy would become the blueprint for modernizing the delivery of government programs by Service Canada, while ensuring a cohesive approach to the delivery of online services.

·         Develop a Multi-Year Strategic Plan and implementation roadmap that, once implemented, will modernize and transform delivery of government programs and services; achieve efficiency and program performance targets; and track and report progress on the implementation of program initiatives over time.  The Plan will:

o   Describe specific modernization and transformation projects, activities and initiatives that will be implemented, as well as expected results to be achieved against objectives at each stage of implementation.

o   Facilitate consultations with internal stakeholders.

·         Once finalized, the Multi-Year Strategic Plan will be presented to Service Canada Management Board for approval.

OPI: SMB

April 2015

Recommendation 2.65:  In compliance with the Treasury Board of Canada Secretariat’s Guide to Costing, Human Resources and Skills Development Canada, the Canada Revenue Agency, Veterans Affairs Canada and Industry Canada should develop and use a standard methodology to identify and report on the costs of their delivery channels to support decision-making.

Agreed. HRSDC through Service Canada agrees that departments should develop and use a standard methodology to identify and report on the costs of their delivery channels to support decision making, taking into consideration the Treasury Board of Canada Secretariat’s guidance on costing and sharing best practices.

HRSDC gained expertise in costing service delivery, and established relationships with colleague departments, during the conduct of its review of service delivery operations across eleven departments. This review facilitated the identification and understanding of costs of service delivery, as well as opportunities for additional savings and improvements in service delivery across the Government of Canada.  Additionally, work is underway to significantly enhance the Department’s ability to cost service delivery across multiple channels.

Building on the costing expertise gained, and the relationships established, HRSDC will share best practices with colleague departments, while continuing to work on developing and implementing standardized approaches and tools aimed at promoting consistent identification and reporting of service delivery costs across various channels.  HRSDC will use a phased approach to complete the necessary actions by the target completion date of December 2015.

TBD

SMB within Service Canada, in consultation with OSI branches will work toward implementing the requirements of this recommendation by pursuing the following actions:

·         Conduct a comprehensive internal departmental scan to map current costing methodologies and reporting processes, for the cost of the different service delivery channels

o   Based on the results of the review of service delivery operations across the eleven departments, analyze findings related to costing of service delivery;

o   Synthesize findings on costing of service delivery channels from work that is currently ongoing within the department

·         Review existing TBS guidelines on costing of service delivery channels plus reporting mechanisms

·         Building on findings from the departmental scan and TBS guidelines propose a standard methodology for costing and reporting on the service delivery costs for the various  delivery channels

·         Engage TBS in discussion, as necessary, to forge alignment of departmental costing and reporting methodologies with established TBS guidelines.

·         Share best practices on departmental costing and reporting methodologies with colleague departments.

·         Organize inter-departmental discussion sessions with OGDs (including TBS), as necessary, to ensure that ESDC’s costing and reporting methodologies are aligned to a large extent to those being developed by these departments.

·         Once finalized and approved by the Service Canada Management Board, the standardized methodology will be communicated to staff and periodically monitored to ensure consistent use.

OPI:  SMB

December 2015