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Provide an overview of PWGSC’s
commitment to improve service delivery to
small departments and agencies (SDA).
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Overview
• PWGSC – Profile, services and challenges
• Client Service Strategy
• Transformation Initiatives
• Small Departments and Agencies (SDAs) – Profile and challenges
• PWGSC serving SDAs
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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.
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PWGSC - Services
• Buying and Selling
• Property and Buildings
• Security, Corporate & Information Services
• Payments and Pensions
• Translation, Terminology and Interpretation
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PWGSC - Challenges
• Fiscal Restraint
• Changing Demographics
• New Technologies
• New Citizen and Business Expectations
• Strategic Initiatives
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Client Service Strategy: A Solid Foundation Since 2010
Renewed Service Offerings
Comprehensive
Service Agreements
Clear Service
Standards
Innovative Service
Offerings
Enhanced Client Focus
Integrated Client
Engagement
Increased Client
Satisfaction
Client Service
Culture
Clients
The six pillars of the Client
Service Strategy are firmly
rooted in PWGSC 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.
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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 2009
2014
• 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-of-government solutions
• Expanded e-enabling of services
• Streamlined, agile and focused on outcomes
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
Small Departments & Agencies
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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.
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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)
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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.
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PWGSC serving SDAs
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SDAs65%
Others35%
PWGSC Client BaseSDAs
2%
Others98%
Revenues
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• “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
• Service agreement for the SDA community
Service Agreements
• Personal contact from service lines
• Added-value solutions
Service Standards
• Personalized service when possible
• Integrated approach
Service Offerings
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In March 2013, PWGSC signed a service agreement with the Heads of Federal Agencies. The high-level features of this agreement are as
follows.
Mutual objectives
“One Knock” approach
Commitment to include SDAs in
consultations when developing
or updating services
Two-year duration; may be
amended or extended to five
years
Signed by the DM PWGSC,
and the Chair of the HFA
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.
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Measures
• SDA Summit
• Consultation with over 50 SDAs
• Summary of consultations by service line
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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
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Measures
• Workshops – Designed to respond to common SDA problems or
pressures: - Getting ready for Workplace 2.0
- 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
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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
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
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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. .
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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.
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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: http://www.tpsgc-pwgsc.gc.ca/sc-cs/tdm-toc-eng.html) • SDAs: Become familiar with service standards and take part in consultations that influence decision making
and improvements to client service delivery.
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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.
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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.
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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.
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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.
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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.
