Joint Priority Project #2:Service Visions and Mapping

Presentation to PSSDC/PSCIOCWinnipeg, Manitoba, September 28, 2004By: Industry Canada Ontario Ministry of Consumer and Business Services

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Background – What is BTEP?

Business Transformation Enablement Program (BTEP) Business process analysis tool for studying service from the

client perspective Designed to facilitate client-focused service transformation

Seamless access to services across departments, jurisdictions Identify opportunities for bundling, alignment, streamlining and

harmonization Integration focus -- common and shared services

Why use BTEP? Common language: Defines services and provides an

awareness of service delivery from a client perspective Provides the Big Picture: Method for understanding how

services across departments and jurisdictions impact clients Guides operations and policy decisions: Identifies service

overlaps and redundancies within and across jurisdictions Service Transformation: Supports bundling of services and

potential joint delivery of service

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Benefits of BTEP

Client Focus Deconstructs service based on the experience of the client

Objectivity Focus on client helps to objectively identify service

overlaps and opportunities for streamlining and harmonization

An objective assessment of government’s impact on clients

Policy Analysis Understanding service overlaps helps to better understand

the policy context for service. Examples:

Regulation (permits and licenses) Social Benefits (seniors)

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Background: How does BTEP work?

Four basic tools Government Strategic Reference Model (GSRM)

A shared language for describing service Fields for service deliverers and service receivers 19 generic terms for types of client outputs (interventions, periods of

permission, findings, etc.) Public Sector Business Model (PSBM)

Puts GSRM in context of governance and performance measurement Transformation Framework

Scopes the “as is” and “to be” views of service delivery Helps define the service architecture and provides the map for change

Vision, Opportunities, Business Cases Service visions build on the previous three tools to define the end-state

for service transformation and fuel the identification of opportunities and the development of business cases.

If a picture is worth a thousand words, then a business model is worth a thousand pictures. TBS BTEP Synopsis, 2004

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Example: Halton Project

Application of BTEP to starting a restaurant in Halton

Goals Test the BTEP methodology and report on success Lay a foundation for further mapping Identify possible opportunities for horizontal

collaboration Involved federal, provincial, and municipal

representatives Mapped all of the government services that could be

required to start a restaurant in Halton

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Halton Project Commitment

Workshops / Time Investment

Workshop 1 = 2.5 days, Oct 21-23, 2003 Purpose: scope work and develop ‘as

is’ model of services (in Ottawa) Workshop 2 = 2 days, Dec 9 &10, 2003

Purpose: alignment exercise leading to catalytic opportunity identification (in Halton)

Workshop 3 = 2 days, Jan. 13 & 14, 2004 Purpose: scope catalytic opportunities;

develop ‘to be’ models and strategy statement (in Toronto)

Considerable investment of time and expert knowledge, involving key staff from all three levels of government

Mapping process is labour intensive – requires up-front commitment and shared goals Information on implementing BTEP is limited, but high degree of expertise is required

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Halton Project – Results The BTEP process identified:

Areas of overlap among jurisdictions or service areas Common service outputs by jurisdiction and type

Alignment opportunities included: Alignment of information services at key points Alignment of service delivery in key areas Common client information, registration Common compliance and monitoring

Pros Very powerful suite of tools and procedures Participants found that the BTEP process made sense BTEP brings together disparate programs and services and considers them in a

standardized way Cons

Highly complex process Limited support and resources for applying the methodology Difficult to document and standardize the communication of process outcomes

because of the diversity of tools required.

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Ongoing Projects - BizPaL

BizPaL Permits and Licenses Project Has been developed based on service

mapping Has used the BTEP methodology in six

jurisdictions to map permit and license services

Mapping by industry sector – client focus Mapping according to consistent definitions –

industry classification codes Mapping according to common

understandings – shared definitions of service activities

BizPaL will use BTEP in development and the ongoing engagement of new partners

An experiment in BTEP Opportunity to continue advising Joint

Councils of successes in implementation

Bed and Breakfast Permits and LicensesBusiness/Service Process Points

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When is BTEP most useful?

Focused assessment of a perceived opportunity Review service delivery in an area where departments or

jurisdictions feel that they can bundle or streamline

Focused assessment of the service outputs to a client segment

Review of client service outputs and delivery systems to a specific client segment (ie: start-up businesses, seniors)

Focused assessment of a shared function Review of client outputs and service delivery in a specific

area of servcie (ie: permits, incorporation, transport)

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What environmental factors are needed?

An understanding of the implications and a commitment to the outcomes

Support from champions

Support from a policy agenda and acceptance of policy implications or an operational imperative

Possibility for consensus on change among stakeholders

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What could help in the future?

Access to BTEP expertise and knowledge

A common set of tools, including reporting tools

Consensus on such issues as the depth of application required to identify opportunities

A clearinghouse of BTEP information and analyses

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Possible Next Steps

Form a working group or sub-committee tasked with exploring shared needs for BTEP resources

Develop a 12 month work plan Identify goals Identify and assemble resources/assets Identify needs Prepare a proposal for implementation for approval

and resource allocation