III
In the first Clerk's Report on the Public Service, my predecessor identified three priority areas for improvement in the continuing process of renewal: Service, People Management and Internal Communications. I am pleased to note in this second Report some examples of the progress that has been achieved in these areas.
I am highlighting these initiatives not only because they are examples of how we are meeting our objectives of better service to the public and enhancing the process of renewal, but because they illustrate the imagination and ability of public servants in departments and agencies throughout government.
Service to the Public
Canada Business Service Centres
These centres respond to the business community's need for better services by bringing together, at a single access point, information about programs and services available from eight federal departments and agencies. Three centres, each of which can be reached by a toll-free number, are now operating in Edmonton, Winnipeg and Halifax. As announced in the February 1994 Budget, other centres will be in place in major cities in the remaining provinces by the end of 1994.
Through this initiative, overlap and duplication between the federal government and the participating provincial governments are being reduced through jointly operated and funded centres. Evaluations of the three centres in operation indicate very high levels of client satisfaction.
InfoCentres
InfoCentres provide one-stop access for federal services to individual Canadians. Led by the Department of Human Resources Development, this initiative has been implemented in nearly 250 locations across the country, where services and information are provided mainly at local offices of Human Resources Development on behalf of 10 federal departments.
Selected Infocentres are also serving as rolling test-beds for innovative self-service and electronic tools. New partnerships with provincial and municipal governments and the private sector are also being explored to enhance the benefits of Infocentres.
Service Standards
For the Public Service to meet the service expectations of the public, both sides must have a clear understanding of the level of service to be provided. Under the leadership of the Treasury Board Secretariat, many departments have provided their clients with initial standards for their services.
For example, the Quebec Region of the Department of Fisheries and Oceans, through client consultation, has developed standards of service for all its programs and services. All requests for information or consultation are to be responded to in five days, as are responses to complaints.
In another case, the Rulings Directorate of Revenue Canada, which provides Canadian taxpayers with advance tax rulings, has published a brochure describing the services it offers and the associated standards.
With proper service standards in place, services to the public can be openly and objectively measured against public expectations. This will allow taxpayers to weigh what they are getting for their money, and public servants to better assess the relative costs and benefits of programs they are delivering. The ultimate goal is better services to clients at a cost taxpayers are prepared to pay.
The Electronic Procurement and Settlement System
The Department of Public Works and Government Services, with the assistance of the Chief Informatics Officer, has launched an initiative to improve the procurement of goods and settlement of accounts throughout government. These functions will be carried out electronically to reduce the paper burden for internal clients and private sector suppliers. This will result in enhanced service and substantial cost savings.
Successful pilot projects have been conducted and are being expanded to customer departments. Full functionality will be provided for internal transactions starting in the summer of 1994 and, for external suppliers, starting in 1995-96.
Client-oriented Approach to Financial Assistance Programs
Since 1992, at the Federal Office for Regional Development - Quebec (FORD-Q), project proposals have been reviewed on their admissibility before a formal application is required, so that clients can have a better understanding of program requirements and to assist clients in presenting their formal applications. This saves time and money for both clients and the government.
People Management
Recruitment
We are committed to the renewal and rejuvenation of the Public Service. Although a general freeze on external hiring has been imposed, recruitment programs aimed at rejuvenating the Public Service through the recruitment of a limited number of top-quality graduates have been exempted.
Skills Development
Public Works and Government Services Canada has established The Institute for Government Informatics Professionals to address the urgent need to revitalize the knowledge and skills of the government's informatics professionals.
Since 1993, over 1,300 students from 38 departments and agencies have enrolled in courses from a customized program at the Institute's facilities on leading-edge technologies which can be applied toward an under-graduate degree. This training is delivered by professors from three universities in a unique alliance, where the curriculum is jointly designed by the participating universities and the federal government.
Bridging Programs
The Department of Indian Affairs and Northern Development, in conjunction with the Treasury Board Secretariat, has launched a pilot project titled Bridging the Gap which is aimed at providing women in support staff categories with a more hospitable and supportive work environment, and helping them prepare for opportunities at the officer level through initiatives such as training and development, the creation of developmental positions, and career workshops. Notably, an advisory body of 10 women from the administrative support category was formed to advise the Deputy Minister on this project.
Management Development
To reflect the importance of instilling the principles of Public Service 2000 in the management culture of the Public Service, the Principal of the Canadian Centre for Management Development was assigned particular responsibility for promoting Public Service 2000 values. The Centre's curriculum has also been revised to focus more on leadership training, with an emphasis on values and principles consistent with the Public Service renewal initiative.
The Learning for Leadership program, developed at Health Canada, will provide more than 1500 managers over the next three years with the opportunity to explore and develop leadership skills consistent with Public Service 2000 values and principles.
Internal Communications
Treasury Board Secretariat
TBS co-ordinates a number of interdepartmental networks to increase the sharing of experiences with various initiatives to improve service to the public. Interdepartmental meetings are held regularly and a newsletter is published.
For example, in the Service to the Public Network, over 300 public servants at all levels, representing more than 20 departments, have benefited from lessons learned by their colleagues and the sharing of best practices. Some of the subject areas covered recently include service standards, common points of service (i.e., single - window operations), and voice-mail.
Justice
A Justice in the 1990s Information Group was formed to meet with all employees of the Department of Justice to listen to their concerns and suggestions for improvements and to inform them of the Department's change program. A formal process has been established to bring the issues raised during the meetings to the senior management team along with suggestions for action.
In addition, an Employee Communication Centre has been designated at the Department of Justice to ensure all employees are given current information on reorganization and to establish mechanisms for employee feedback.
System-wide Innovations
Two innovations at a system-wide level deserve mention: the first was the introduction of the ConnEXions electronic bulletin board. This was installed on the Senior Executive Network, an electronic message and data system within the government, and enables members of the Executive Group from coast to coast to stay informed of communications from central agencies and to contribute to the development of new policies. At a more personal level, I was very pleased with my own meetings with departmental executive committees and with the series of regular lunches I held with groups of Assistant Deputy Ministers from a cross-section of departments. Those fora provided an extremely useful sounding board for me and, I believe, for the officials concerned. One message I took away in particular was the strong desire of almost all participants to be regarded and to be used as corporate resources of the government.
For the first time, the Canadian Centre for Management Development organized a highly successful Expo Innovation, providing a forum for departments to showcase their innovative management practices, including applications of information technology. This proved to be a valuable learning experience for many public servants and members of the interested public.
Practically all departments have reported additional measures to ensure open lines of communication throughout their organizations. The greater use of informal meetings between senior executives and staff, staff involvement in major administrative decisions and regular communications (increasingly through electronic mail) between Deputies and staff are becoming the norm.
All public service managers recognized the need for enhanced internal communications following the June 25 announcement of the reorganization. I was pleased to see how Deputies made special efforts to ensure that the process of restructuring was conducted in as transparent and equitable a manner as possible, and that employees were kept well informed along the way.
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