Archived [2017-03-23] - Guideline on Service Management

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About this Guideline

This guideline provides guidance to departments on managing their services and implementing the Treasury Board Policy on Service . Although it is intended specifically for the departments to which that policy applies (see section 2 of the Policy on Service ), other Government of Canada (GC) institutions are encouraged to follow the advice in this guideline, as appropriate. It provides recommended practices, tips, and tools regarding service management practices, which in some cases may already be in place in departments.

This guideline was prepared by the Chief Information Officer Branch of the Treasury Board of Canada Secretariat, in consultation with departments. For more information on this guideline, please contact TBS Public Enquiries .

GC employees can access more information about service management on GCpedia, a closed government network.

Introduction

Every day, the Government of Canada delivers a broad range of services. External services range from those that have a strong client orientation to those where the protection of the public interest is the primary focus. The delivery of external services relies on internal services, which support a public service that operates well.

Excellence in the design and delivery of services promotes confidence in government, and contributes to the efficient and effective achievement of public policy goals, strategic outcomes set out in departments' Management, Resources and Results Structures, and better service experiences for clients.

Clients expect effective services that are convenient, easy to access, timely and secure. To meet these expectations, ongoing consideration is to be given to clients' needs and feedback and to the implementation of strong service management practices.

The service management practices set out in the Policy on Service are being phased in between 2014 and 2017 according to the schedule in Section 1.3 of the Policy. This guideline is therefore being released in modules.

ModuleRelease Date

1. Understanding Key Service Concepts – Provides an overview of service management and explains key concepts in the field of service.

February 2015

2. Developing a Service Inventory – Provides an overview of a service inventory, its benefits and key components, and outlines the process for preparing one.

February 2015

3. Providing Service Learning Opportunities – Explains the concept of service learning opportunities, describes service knowledge and client service skills, and provides recommendations for implementing service learning opportunities.

February 2015

4. Establishing Service Standards – Provides information on how to establish and manage service standards to support service delivery.

February 2015

5. Establishing Service Agreements – Describes the components of a service agreement and when they can be used to support service delivery.

2015–16

6. Developing a Service Management Strategy

2015–16

7. Establishing Feedback and Redress Mechanisms

2015–16

8. Identifying Opportunities for Service Redesign, Improved Usability, Channel Integration, and Mobile Optimization

2015–16

9. Establishing a User Engagement Approach

2015–16

10. Optimizing Service Delivery Channels

2015–16

Module 1: Understanding Key Service Concepts

This section outlines some key concepts that underpin the design, delivery and management of government services.

1.1 What is service management and why is it important?

Service management is the set of activities and practices undertaken by those responsible for designing, implementing, delivering, monitoring and continuously improving the services for which they are accountable.

Effective service management enables excellence in the design and delivery of services. It also contributes to the achievement of public policy goals, delivers value for money, produces high levels of client satisfaction, and promotes confidence in government.

All individuals, businesses, and organizations in Canada require services from the federal government at one time or another, and they expect those services to be of high quality; they expect government to provide services that are timely, accurate, reliable, secure, and easy to access.

1.1.1 Service management and the Policy on Service

The cornerstone of the Treasury Board Policy on Service (Policy) is strong service management. The Policy requires deputy heads to apply the following three principles to achieve better and more efficient design and delivery of Government of Canada (GC) services:

  1. Client-centric service: Services are designed and delivered considering client needs and feedback, and are progressively e-enabled.
  2. Operational efficiency: Services are designed and delivered in a cost-effective manner, considering opportunities for standardization, integration and re-engineering.
  3. Culture of service management excellence: Services are designed and delivered based on strong service management practices.

The focus of the above principles differs somewhat from the well-known drivers of client satisfaction:

  • Timeliness (clients are satisfied with the amount of time it took to the get the service);
  • Ease of access (clients have access to what they need when they need it);
  • Positive outcome (clients receive what they need or understand why they cannot obtain it);
  • Staff (knowledgeable, fair treatment, respectful, polite, invested in client needs); and
  • Recent service experience (clients base their opinions based on their most recent service experience).

The Policy on Service sets out requirements for deputy heads in relation to various aspects of service management, including specific requirements for priority services (see sections 7.4, 7.7 and 7.10 of the Policy). It also sets out monitoring and reporting requirements under which deputy heads are to confirm compliance with the Policy through reporting mechanisms such as the Management Accountability Framework, or through an annual confirmation that requirements are being met (see Section 8.1.b of the Policy ). Additional guidance on applying the concept of priority services will be provided in each module, as applicable.

1.2 What is a service?

An understanding of services first requires knowledge of the context in which they operate.

Departmental programs have the mandate to achieve an outcome to meet the needs of a target group. Services deliver a final output to recipients, or clients, to support the achievement of the outcome. Services are composed of activities (processes) that lead to the final output. Figure 1 illustrates this context.

Figure 1: Context in which services operate

Figure 1: Context in which services operate
Text version: Figure 1: Context in which services operate

Within this context, the Policy on Service defines a service as follows:

Provision of a specific or final output that addresses one or more needs of an intended recipient and contributes to the achievement of an outcome . Footnote [1]

Departments are responsible for determining what is and is not a service in their operational context when interpreting and applying this definition.

1.2.1 Key terms

Definitions and explanations of the key terms contained in the definition of service are as follows.

Final (service) output
A unit of value that is delivered directly to a client by a service.

An output can be tangible (e.g., a passport, a licence, a payment, a permit) or intangible (e.g., advice), and one service can produce both tangible and intangible outputs. The frequency and time frame of outputs may also vary: some might be delivered to a client only once in a period of years (e.g., a passport); others might be delivered regularly over a period of time (e.g., employment insurance payments). Some final outputs might take many years to receive (e.g., the certification of a new type of aircraft or the granting of a patent).

Need
A requirement or desire of a target group that a program has a mandate to satisfy or reduce.

The starting point for both programs and services is the identification of a need. Needs are met by a program, which has the mandate and resources to address these needs. A program is delivered through one or many services. Needs are usually addressed by the output of a service.

Recipient (or client)Footnote [2]
An individual, business, or their representatives served by or using services provided by a government department. (Source: Policy on Service )

An individual can be external or internal to government; this includes GC employees who access or use internal enterprise services. In the context of the Policy on Service , recipient and client are used interchangeably. Recipient applies both to groups and to non-profit organizations.

Outcome
An external consequence attributed, in part, to an organization, policy, program or initiative. Outcomes are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization's influence. Outcomes are usually further qualified as immediate, intermediate, or ultimate (final), expected, direct, etc. (Source: Results-Based Management Lexicon ).

Most departments have already identified their outcomes, or expected results, in their Management, Resources and Results Structure (MRRS) and reflected in their Program Alignment Architecture (PAA). Services contribute to the achievement of those expected results (outcomes). The outcome can often be derived from the organization's mission or PAA.

Output vs. outcome: To differentiate between these two concepts, the following example is helpful. Passport Canada has the authority to issue Canadian passports. The output of this service is a passport. The outcome is the ability for Canadians to travel abroad.

1.3 What are external services and internal enterprise services?

1.3.1 External service – A service where the intended recipient is a client that is external to the Government of Canada. Appendix 1A outlines the five types of external services. These can be helpful in identifying and categorizing external services.

The following are examples of external services:

  • Providing visitor access to a national park maintained by Parks Canada;
  • Issuing a passport; and
  • Providing a permit for food products to indicate that they are safe for consumption by citizens.

1.3.2 Internal enterprise service – A service provided by a GC department to other GC departments intended on a government-wide basis. Internal enterprise services may be available for use by a few departments or by all departments. Appendix 1A outlines the 13 types of internal services types. These can be helpful in identifying and categorizing internal enterprise services.

The following are considered internal enterprise services:

  • Mandatory services, including those that are outsourced (e.g., pay and pension services delivered by PWGSC); and
  • Shared or optional services, including those that are outsourced where the intent is to deliver them on a government-wide basis (e.g., Shared Services Canada's email and network services).

The following services are not considered internal enterprise services and are therefore not within scope of the Policy on Service :

  • Services provided within an individual department; these are internal departmental services;
  • Services provided under bilateral service arrangements between, for example, small departments and agencies and their portfolio lead; and
  • Specific systems or applications that support the delivery of a service but that do not have a final output and therefore do not meet the definition of service.

1.4 Applying the definition of service

This section explores some useful concepts to help service providers better understand and identify services based on the definition above. Some services are easy to identify; others are not. Departments are responsible for determining what is or is not a service within their operational context.

For assistance in determining whether an activity or a series of activities is a service, consider using the Service Test Tool (see Appendix 1B ).

1.4.1 Relationship between activities and services

A service consists of a series of activities (processes) that result in a single final output for the recipient (or client). Each activity is not considered an individual service, even though it might produce intermediate outputs.

Consider a scenario where a business owner requires a permit or certificate from the Government of Canada to be able to proceed with a specific action on business premises. The series of activities may involve the following:

  • Providing an application form on the Government of Canada website for use by the business owner to apply for the permit or certificate;
  • Responding to a call from the business owner, who may need additional information to complete the application form. Responding to this call supports the service; the assistance provided is an intermediate output;
  • Receiving and processing the application form, which may include assessing the application against established eligibility criteria;
  • Inspecting the business premises to ensure that it meets requirements; and
  • Issuing the permit or certificate; this is the culmination of the series of activities and is the final output of the service.

1.4.2 Concept of service owner

The activities that make up a service may be completed by one or several departments, including third-party organizations. When that is the case, it is especially important to understand the concept of service owner.

A service owner is the department that has the authority to offer the service. That authority is often conferred through legislation or through a regulatory or other instrument, and accountability is delegated to the appropriate level of manager. A service is normally associated with a program and related activities, as articulated in the department's Program Alignment Architecture (PAA).

A service owner may choose to deliver the service or to use a third-party organization from in or outside the Government of Canada. Departments remain accountable for services delivered by third parties on their behalf.

1.4.3 Final outputs vs. intermediate outputs

From a client's perspective, the final output completes the series of activities that make up a service and concludes his or her interaction with the government. When determining whether an activity is a service, it is helpful to ask whether the activity produces an intermediate output or a final output to a client. Some examples:

  • The provision of a regulatory permit or certificate usually constitutes a final service output. The denial of a permit can also be the final service output. The approval or denial of the permit completes the series of activities from the client's perspective.
  • Information posted to a GC website about how to apply for a permit or certificate constitutes an intermediate output, because the client must complete subsequent steps before being issued the permit.
  • Advice or information from a call centre agent is the final output of a service when the client does not have to complete subsequent activities.
  • The issuing of a new passport constitutes the final output from a service, but accepting a completed passport application does not because that activity does not conclude the interaction between the service provider and the recipient, and does not result in a final output. The denial of a passport can also be the final output of the service.

1.4.4 Grants and contributions as a service

The administration of grants and contributions (Gs&Cs) usually constitutes a service, except in the case of contributions/transfers made to other governments or other organizations (e.g., fiscal equalization, membership dues to NATO).

Gs&Cs meet the definition of a service. There is a final output (a grant); there is a need (funds); there is a recipient; and, it supports an outcome or public policy goal (the reason the government is providing the G&C).

Service standards are often applied to the administration of Gs&Cs. When there is uncertainty about whether a G&C is a service, it is up to the department to make the final determination.

For more information on Gs&Cs, consult the Policy on Transfer Payments .

1.4.5 Information or data as a service

Information or data is a service when it constitutes a final output to a client and when it has the other elements contained in the definition of service (i.e., need, recipient and outcome). When there is uncertainty, service providers might need clarification to determine whether the provision of information or data is a service.

Asking the following questions can help in assessing whether data or information is a service. In addition, service providers can use the Service Test Tool (see Appendix 1B ).

Questions related to final output
Does the provision of information or data represent a final output?

Is the information the final output, or is it part of a larger process that leads to a final output? The greater the sense that the information or data is the final output, the greater the likelihood it is a service. For example, the weather forecast published to the weather website is a service because the information concludes an interaction between the service provider (the weather website) and the client (the website visitor).The interaction is concluded because the client obtains the weather forecast as a final output.

How frequently is the information or data produced?

For information to be considered a service, the final output must be produced frequently or repeatedly. The more frequently the information or data is produced, the greater the likelihood that it is a service.

Questions related to need
How great is the need for the information?

The greater the recipient's need for the information, the greater the likelihood that the provision of it is a service. Consider whether access to the information helps ensure the health and safety of Canadians and whether the lack of access to it could hinder their health and safety. For example, travel advisories or food recall warnings published to the Internet are services.

Is there a timeliness factor associated with the need?

The greater the need for the information in a specified time frame, the greater the likelihood that it is a service. For example, consider weather services. The weather website publishes information about the weather forecast with a high degree of frequency—sometimes, as often as every minute. Contrast this to a report or document that is published to the website three or four times a year.

Questions related to recipient or client
How many individuals or organizations access the information or data?

The greater the number of individuals that access the information or data as a final output, the greater the likelihood that it is a service. Given the wide range of services offered by the federal government, it is impossible to establish a threshold number here because that number depends highly on the service and the operational context.

Questions related to outcome
Does the provision of information or data contribute directly to the achievement of an outcome?

Answering yes to this question increases the likelihood that the provision of the information or data is a service. For example, a call centre agent providing information or advice in the form of a final output contributes directly to an outcome; the client has obtained customized information and advice needed to access GC programs and services.

Although this section provides advice on what constitutes a service under the Policy on Service , departments will determine what constitutes or does not constitute a service in their own specific operational context.

1.5 Priority services

The Policy on Service contains specific requirements relating to priority services. Identifying priority services helps departments focus their attention on particular improvement areas based on their specific operational contexts.

The Policy on Service defines priority services as external and internal enterprise services, determined by each department considering one or more of the following:

  1. Volume (e.g., transactions per year);
  2. Importance of service to clients (e.g., entitlements permits, benefits, authorizations, mission-critical services);
  3. Use of sensitive personal or commercial information; Footnote [3]
  4. Cost-benefit analysis; and
  5. Affordability.

Departments have flexibility and discretion when interpreting most of the above five criteria and when applying them to their operational contexts. For example, when interpreting and applying the term mission-critical, a department can consider several sub-criteria:

  1. Health and safety;
  2. Highly accessed client services;
  3. Business continuity planning;
  4. Commitments stemming from service arrangements with clients, business, other government departments/agencies, or other jurisdictions; or
  5. Any combination of these sub-criteria.

Departments will identify their priority services based on their own operational context; there is no set number of priority services required under the Policy.

1.6 Additional considerations

1.6.1 Further considerations when identifying services

When identifying services, keep the following in mind:

  • A service sometimes has eligibility requirements;
  • A recipient may not always successfully obtain a final output;
  • A service does not always require that a service provider interact directly with a recipient; and
  • A recipient may not always want the service (e.g., police services).

1.6.2 Resources

Numerous GC resources relate to service and service transformation. Many of the references may need to be read together to fully understand the requirements associated with managing GC services. The references can be found in section 11 of the Policy on Service .

Appendix 1A: External and Internal Service Types

A) External service types

The 5 external service types in the following table are based on the 19 service output types listed in the Canadian Governments Reference Model ( CGRM ). Departments are encouraged to use these five types when identifying and categorizing external services. Use of the common terminology can help with GC reporting exercises.

External Service TypeDescriptionCGRM Service Output Title Examples
Return to Table 1A _ Footnote * Rule making has been added for alignment with the CGRM . It is not expected that there will be many GC services in this category.

1. Resources

  • Services that acquire or dispense money, or units of resource or periods of use of a resource
  • Services that provide social or medical care or rehabilitation to people
  • Services that move people and resources from point to point
  • Services that respond to emergencies and give aid
  • (Units of) resource
  • Care and Rehabilitation Encounters
  • Funds
  • Interventions
  • Movements
  • Acquisitions and supplies
  • Benefits (e.g., Old Age Security)
  • Contributions
  • Energy
  • Facilities
  • Grants
  • Labour in response to emergencies or in providing aid
  • Land
  • Movable assets
  • Moving energy, materials, people, letters, emails, messages
  • Response to an emergency or non-emergency care or rehabilitation requirement
  • Supplies

2. Advisory Services

  • Services that match, refer or link one party (requestor) to another party (responder) and in which the provider has an explicit or implicit duty to both parties in the match
  • Services where data, information or advice is conveyed to a party or a system
  • Services that advocate or argue for positions or market government policies, programs and services
  • Services that conduct research
  • Advisory Encounters
  • Advocacy and Promotional Encounters
  • Matches, Referrals and Linkages
  • New Knowledge
  • Increasing awareness of GC policies, programs and services
  • Information made available through an online database, publication, call centre, etc.
  • Prescriptive and non-prescriptive matching
  • Research

3. Educational, Recreational and Cultural Encounters

  • Services that provide educational and training experiences to people
  • Services that provide experiences of a recreational or cultural nature to people
  • Educational and Training Encounters
  • Recreational and Cultural Encounters
  • Heritage – Museums
  • Parks
  • Training

4. Regulatory Compliance and Enforcement

  • Services that resolve disputes or create agreements between parties
  • Services that express government authority by granting permission for a period of time to engage in activities, possess or control property or resources, or hold status, authority or privileges
  • Services that inspect, investigate and analyze to uncover information and prepare findings and recommendations consistent with criteria and constraints such as the law, policy, approved standards and guidelines, etc, or consistent with credible opinion
  • Services that apply rules and dispense impartial decisions
  • Services that sanction, force compliance, mete out punishment, and apply penalties
  • Services that guard people and resources from threats, includes proactive protection
  • Services that intervene, respond to threats and emergencies, give aid, and restore order
  • Services that inspect, investigate and analyze to uncover information and prepare findings and recommendations
  • Periods of Permission
  • Findings
  • Interventions
  • Penalties and Periods of Sanction
  • Periods of Agreement
  • Periods of Protection
  • Rulings and Judgments
  • Courts and tribunals
  • Certificates, licences, and permits
  • Identity documents (e.g., Social Insurance Number, passport)
  • Judgments
  • Permissions
  • Policing
  • Regulatory processes
  • Safety inspections
  • Sanctions and penalties

5. Rule MakingTableau 1A - Note de bas de tableau *

  • Services that create or amend laws, regulations, policies, strategies, standards, plans and designs
  • Rules (laws, regulations, policies, strategies, plans, designs, standards)
  • Designs
  • Directives and standards
  • Laws and regulations
  • Plans
  • Policies
  • Strategies

B) Internal service types

Internal services can be grouped into the 11 internal service types in the following table. Departments are encouraged to use these types when identifying and categorizing internal services. Use of the common terminology can help with GC reporting exercises.

Internal Service TypeExamples

1. Acquisition Services

  • Procurement processing
  • Contract management
  • Monitoring and reporting
  • Policy and procedures

2. Communications Services

  • Public opinion research
  • Corporate identity
  • Managing public consultations
  • Managing media relations
  • Advertising, fairs and exhibitions for the entire department
  • Strategic communications and advice
  • Publishing

3. Financial Management Services

  • Financial planning and budgeting
  • Corporate accounting
  • Expenditure control
  • Payments
  • Collections and receivables
  • Accounting for assets and liability

4. Human Resources Management Services

  • Human resources planning and reporting
  • Organization design
  • Job and position management
  • Employee staffing and orientation
  • Total compensation
  • Employee performance, learning, development and recognition
  • Permanent and temporary separations
  • Workplace management and labour relations
  • Human resources systems
  • Executive services

5. Information Management Services

  • Data management services
  • Records and document management services
  • Library services
  • Web content management services
  • Archival services
  • Business intelligence and decision support services
  • IM program management

6. Information Technology Services

  • Distributed computing
  • Application and database development and maintenance
  • Production and operations computing
  • Telecommunications network (data and voice)
  • IT security
  • IT program management

7. Legal Services

  • Legal advisory services
  • Litigation services
  • Legislative and regulatory drafting services

8. Management and Oversight Services

  • Strategic policy and planning and government relations
  • Corporate policy, standards and guidelines
  • Investment planning
  • Departmental project management and oversight
  • Risk management
  • Performance and reporting
  • Internal audit
  • Evaluation
  • Parliamentary affairs
  • Access to information and privacy processing and reporting

9. Materiel Services

  • Materiel planning
  • Use and maintenance of materiel
  • Disposal
  • Policy and procedures

10. Real Property Services

  • Office fit-up
  • Office maintenance
  • Policy and procedures
  • Accommodation services
  • Physical security

11. Travel and Other Administrative Services

  • Travel
  • Other administrative services

Appendix 1B: Service Test Tool

This tool is designed to assist Government of Canada service providers in determining whether an activity or group of activities is a service within the meaning of the Policy on Service . The tool provides general guidance, but it is up to departments to make the final determination.

Instructions

In the table below, based on your understanding of the activity or group of activities, complete the analysis for the five sections: final output, need, recipient/client, outcome, general.

  • Based on your analysis, answer yes or no in the space provided. If you answer no to any question, the activity is not a service.
  • If the final answer is yes, the activity is a service; therefore, include it in the service inventory.
Table 1: Service Test Tool Template
QuestionsAnalysisYes/No

Return to Table 1 - Footnote * referrer Note: If service standards apply to an activity, or if real-time performance data or real-time application status are published, the answer to this question is probably yes.

Final Output
Does the activity result in a final output to a recipient/client?

Is the final output produced repeatedly?

Need
Does it address one or more need?
Is there a timeliness factor associated with a need? Table 1 - Footnote *
Recipient/Client

Is there a clearly defined recipient/client or group of recipients/clients?

Outcome
Does the activity contribute, on its own, to the achievement of an outcome?
General

Is the activity independent of all other services?

Is the activity delivered over at least one service delivery channel (i.e., Internet, in-person, mail or telephone)?

Final Answer

If you answered no to any of the questions, the activity or group of activities is not a service.

Examples

The following three examples show how the service test tool can be used to determine whether an activity is a service.

Example 1 – AgriStability

Department/Agency: Agriculture and Agri-Food Canada

Description: Provides funding (based on the selected level of protection) when producers' production margins fall below their reference margin.

Conclusion: This is a service.

Table 2: Service Test Tool Example 1 – AgriStability
QuestionsAnalysisYes/No
Final Output
Does the activity result in a final output to a recipient/client? The money is the final product of the service and is what the farmers were seeking when they originally applied for and paid for the service. The distribution of funds is the final output.Yes

Is the final output produced repeatedly?

The money is given repeatedly and in different years.Yes
Need
Does it address one or more need?To provide funding when producers' production margins fall below their reference margin by more than 30 per cent.Yes
Is there a timeliness factor associated with a need?*The service is provided when producers' production margins fall below their reference margin by 30 per cent. The funding assists producers at a time of financial need and is therefore time-sensitive. Thus, there is a timeliness factor associated with meeting a need.Yes
Recipient/Client

Is there a clearly defined recipient/client or group of recipients/clients?

There are many farmers who could use this service.Yes
Outcome
Does the activity contribute, on its own, to the achievement of an outcome?AgriStability does not require additional activities or processes to ensure that it contributes to a program outcome.Yes
General

Is the activity independent of all other services?

AgriStability is used as security for the Advance Payments Program. AgriInsurance data is needed to process negative margin payments. It does not appear that AgriStability will be affected by the change or cancellation of another service.Yes

Is the activity delivered over at least one service delivery channel (i.e., Internet, in-person, mail or telephone)?

Money is delivered in person or by mail. Some of the information related to the service is delivered over the Internet.Yes

Final Answer

Are all answers "Yes"? If no, the activity or group of activities (process) is not a service.

Yes

Example 2 – Icebreaking Program

Department/Agency: Canadian Coast Guard ( CCG )

Description: Supports economic activities by assisting commercial vessels to voyage efficiently and safely through or around ice-covered waters.

With the support of the Canadian Coast Guard ( CCG ) Icebreaking Program, most Canadian ports are open for business year-round.

Conclusion: This is a service.

Table 3: Service Test Tool Example 2 – Icebreaking Program
QuestionsAnalysisYes/No
Final Output
Does the activity result in a final output to a recipient/client? The icebreaking and the protection that goes along with icebreaking are what the client has requested and is paying for. It is the final output. Icebreaking services include route assistance, ice routing and information services, and marine facility and port maintenance.Yes

Is the final output produced repeatedly?

The ice is cleared many times during the winter, year after year.Yes
Need
Does it address one or more need?Supports economic activities by assisting commercial vessels to voyage efficiently and safely through or around ice-covered waters.Yes
Is there a timeliness factor associated with a need?*Icebreaking is required to enable the passage of sea vessels and to maintain shipping schedules, which indicates that the need is time-sensitive.Yes
Recipient/Client

Is there a clearly defined recipient/client or group of recipients/clients?

This service serves many clients: commercial vessels, fishing vessels, Arctic residents, port operators, and the general public.Yes
Outcome
Does the activity contribute, on its own, to the achievement of an outcome?The Icebreaking Program does not require additional activities or processes to contribute to a program or Program Alignment Architecture outcome.Yes
General

Is the activity independent of all other services?

The Icebreaking Program would continue to exist and would remain unchanged if another service disappeared.Yes

Is the activity delivered over at least one service delivery channel (i.e., Internet, in-person, mail or telephone)?

The Icebreaking Program is delivered in person.Yes

Final Answer

Are all answers "Yes"? If no, the activity or group of activities (process) is not a service.

Example 3 – Canada Benefits website

Department/Agency: Service Canada

Description: The Canada Benefits website is a tool that provides government-wide information about benefit programs and services for individuals.

A number of government departments developed this website, including the Canada Revenue Agency, the Canada Mortgage and Housing Corporation, Canadian Heritage, Employment and Social Development Canada, the Department of Justice Canada, Service Canada, and Veterans Affairs Canada. The site also contains information on programs administered by Citizenship and Immigration Canada and all of Canada's provinces and territories.

Conclusion: This is not a service .

Table 4: Service Test Tool Example 3 – Canada Benefits website
QuestionsAnalysisYes/No
Return to Table 4 - Footnote * Because the answer to this question is no, further analysis is not required. The activity is not a service.
Final Output
Does the activity result in a final output to a recipient/client? The website is a tool that identifies various benefit programs and services based on target group and life events. It provides links to other websites. It is therefore an intermediate output, rather than a final output to a client. No Table 4 - Footnote *

Module 2: Developing a Service Inventory

The Policy on Service requires that departments develop a service inventory for external services and for internal enterprise services, and to update it annually (see Section 7.1 of the Policy ). Although many departments already have service inventories, they are encouraged to align their inventories with this Guideline to ensure a consistent approach government-wide. A service inventory template is available on GCpedia, a closed government network.

2.1 What is a service inventory and why is it important?

The Policy on Service defines a service inventory as a catalogue of external and internal enterprise services, including the identification of priority services, that provides detailed information based on a specific set of elements (e.g., channel, client, volume).

When used effectively, a service inventory can help organizations know, understand and manage their portfolio of services. A service inventory demonstrates an organization's commitment to transparency and to service excellence.

Using a service inventory has several benefits:

  • It provides a snapshot of departmental services that can support strategic management and decision making.
  • It can help in determining the resources required for service delivery (e.g., staffing, information technology and information management).
  • It facilitates performance reporting by linking services to internal performance indicators and external service standards.
  • It supports the identification of priority services and opportunities to create efficiencies through consolidating and standardizing services or the constituent activities or processes within the department and across the Government of Canada (GC).

2.2 What is in a service inventory?

A service inventory contains information, known as data elements, that enables service providers to fully understand and manage services.

Many data elements can be included in a service inventory. The most relevant ones are listed in Table 1.

The data elements are divided into two categories to enable progressive implementation:

  1. Basic – Provides general information about a department's services.
  2. Enhanced – Provides more in-depth information about a department's services.

If a department is in the early stages of implementing its service inventory, it could consider establishing a plan outlining how it intends to gradually add data elements to the service inventory, and the information that is collected. That plan can be appended to the department's service management strategy once it is developed.

Table 1: Key Service Inventory Data Elements

No.ElementDescriptionBasicEnhanced

1

ID Number

A unique number assigned to a service in the inventory to make it easier to retrieve information about it.

Yes

Yes

2

Service Name

The name of the service. Use the official name of the service.

Yes

Yes

3

Priority Service

A yes/no value that indicates whether the service is a priority service. The decision as to whether a service is a priority service is made by the department based on the factors listed in the definition of priority services in the Policy on Service .

Yes

Yes

4

Service Description

A brief (one or two sentences) description of the service, and the need it meets.

Yes

Yes

5

Responsibility Area

The part of the organization that is responsible and accountable for the service.

Yes

Yes

6

Authority

A list of the legislation and the policies that grant the authority for the service.

n/a

Yes

7

Program Name

The name of the program under which the service is delivered, as it appears in the Program Alignment Architecture (PAA).

Yes

Yes

8

PAA ID Number

The unique PAA number associated with program elements for all strategic outcomes, programs, sub-programs, and sub-sub-programs. Corporate planners in the department who are responsible for the Management, Resources and Results Structure (MRRS) can assist in identifying the PAA ID Number, if needed.

Yes

Yes

9

External Service or Internal Enterprise Service

Indicates whether the service is an external service or internal enterprise service, as defined in the Policy on Service .

Note: Departments that want to create an inventory of their internal services, which is not required by the Policy on Service , can do so in a separate Excel workbook and use the same data elements.

Yes

Yes

10

Service Type

Identifies the external or internal service type.

For external services , select from one of the following elements:

  1. Resources
  2. Advisory Services
  3. Educational, Recreational and Cultural Encounters
  4. Regulatory Compliance and Enforcement
  5. Rule Making

For internal enterprise services , select from one of the following elements:

  1. Acquisition Services
  2. Communications Services
  3. Financial Management Services
  4. Human Resources Management Services
  5. Information Management Services
  6. Information Technology Services
  7. Legal Services
  8. Management and Oversight Services
  9. Materiel Services
  10. Real Property Services
  11. Travel and Other Administrative Services.

n/a

Yes

11

Service Ownership

Identifies the owner of the service—the organization that is responsible for it—based on established authorities. Three columns:

  • Department Owns Service: A yes/no value that indicates whether the department owns the service.
  • Name of Owner: The name of the organization that owns the service. It may be another department, provide the name of that department here. Departments are encouraged to use the applied title for the department, in accordance with the Federal Identity Program. For a list of applied titles, consult the Registry of Applied Titles .
  • Name of Third-Party Organization: The names of any organizations that deliver the service, or components of the service, on behalf of the service owner. If the service is delivered by another jurisdiction, this should also be clearly identified.

n/a

Yes

12

Service Agreements

Indicates whether any service agreements have been put in place to support the delivery of the service.

n/a

Yes

13

Client/Recipient

Identifies the client segments, whether individuals or organizations, that are intended to benefit or be influenced by the service.

Departments are encouraged to use the target groups identified in Appendix F of the Instructions to Departments for Developing a Management, Resources, and Results Structure (MRRS), which are available on Publiservice, a closed government network.

Note: Client segments are likely to have been selected already because they are associated with program descriptions within the Management, Resources, and Results Structure. If needed, departmental corporate planners responsible for the Management Resources and Results Structure (MRRS) can assist in retrieving this information.

n/a

Yes

14

Channel

Four columns in which a yes/no value indicates which of the following channels is used to deliver the service:

  • Online
  • In-person
  • Telephone
  • Mail

Note: Rather than indicating yes or no, departments can insert specific website addresses (URLs), the addresses of in-person service points, telephone numbers, and mailing addresses associated with each service.

Yes

Yes

15

User Fee

A yes/no value that indicates whether a user fee is collected for the service. (For details, consult the Policy on Service Standards for External Fees .)

n/a

Yes

16

Service Standards

A yes/no value that indicates whether there are service standards for the service.

Yes

Yes

17

Operational Performance Metrics

A yes/no value that indicates whether there are operational performance metrics or targets for the service. These are usually outlined in a department's performance measurement framework. (For details on the difference between service standards and operational performance targets, consult the Guideline on Service Standards .)

n/a

Yes

18

Volume (e.g., number of transactions)

The average or typical volume of the service that is delivered in a fiscal year.

Note: Transactions are associated with the final output.

n/a

Yes

19

Estimated % of the Service Completed Online

Indicates, from the client's perspective, the percentage of the service's activities that is completed online. Completion estimates: 0%, 25%, 50%, and 100%.

n/a

Yes

Departments may include service delivery costs in their inventories by adding data elements such as total service costs, transaction costs and channel costs. For more information on costing, consult the Treasury Board Guide to Costing .

A service inventory documents the services that are offered at the time it is created—it is a snapshot of that particular moment. If it is known that a service will no longer be offered as of a certain date, it is recommended that that be indicated in the inventory. This can be done by adding a "Notes" column to the inventory.

2.3 Addressing service ownership in the inventory

The owner of a service may deliver the service directly or use a third-party organization to deliver the service. The third party can be either external to the department or external to the Government of Canada as a whole.

Departments that have implemented alternate service delivery arrangements may want to consider integrating their service inventory data requirements into their agreements with third parties.

To avoid double-counting services across government, it is recommended that all departments identify in their inventories which department is the service owner and which department or organization delivers the service on its behalf.

2.4 Integrating the concept of priority services into the service inventory

The service inventory can help in identifying priority services and in ensuring that they are reviewed regularly. The number of services listed as a priority service in an inventory is likely to differ from department to department. There is no set number of priority services that are to be identified. Departments are advised to have a strong rationale for their decision as to whether a service is a priority service.

2.5 How is a service inventory prepared?

There are four phases to developing a service inventory:

  1. Getting organized;
  2. Defining services and preparing the inventory;
  3. Validating and communicating the inventory; and
  4. Managing the inventory.

These phases break down into 12 steps. Appendix 2A provides an in-depth look at these 12 steps. Departments can determine which phases and steps are appropriate for their operational context. They might not need to perform all of the steps.

2.6 What are some best practices?

Senior management vision and support.
A champion from the senior levels of the organization can help ensure proper visibility and adequate resources, and can secure the necessary approvals for advancing the development of an organization-wide service inventory. This person could be a service champion, or the role could be combined with the responsibilities of another champion.
Ensure clear accountability.
The department that has authority for the service is the owner of the service. The department that owns the service might not be the one that actually delivers the service—it could be delivered by a third party. Clearly stating in the inventory whether an organization is the service owner or the third-party that delivers it enables the department to produce accurate lists of the services it owns and the services it supports.
Plan ahead to maximize use.
Think carefully about the purpose of the service inventory. Consider how it will be used, who will "own" it, and who will serve as custodian. Be realistic about what can be achieved and remember that not everything needs to be done at once—an incremental approach can work well. Involve all of the key partners from the outset, including during planning.
Dedicate resources.
Ensure that sufficient, dedicated, knowledgeable resources are assigned to the project. Do not underestimate the work involved. A "part-time" project can quickly require more time than allotted, especially for key resources whose role is critical in driving the project forward.
Communicate and raise awareness.
If the service inventory is part of a larger service transformation initiative, ensure that a communication plan has been prepared and that it addresses questions such as the following: How does the service inventory fit into the larger service agenda? How will it support improved service delivery? What are the overall benefits?
Ensure a common understanding of key terms.
The task of determining which activities are services can be complex and confusing. The team leading the development of the service inventory needs to clearly understand the definition of a service (and other related terms) to avoid including activities that are not services, grouping discrete services into one service, or breaking one service into many services.
Validate to ensure quality.
A process to validate the inventory annually helps ensure quality and builds ownership and understanding.
Maintain the inventory to keep it current.
Establish a process for regular updates. The inventory maintains its relevance when the necessary resources are dedicated to ensuring that the content is up to date and that it is used regularly to support decision-making.

Appendix 2A: An In-Depth Look at the 12 Steps to Preparing a Service Inventory

This appendix describes the four generic phases and 12 steps that are involved in developing a service inventory.

The 12 steps are as follows:

  1. Establish how the service inventory will be used
  2. Establish a governance plan and project team
  3. Determine stakeholder involvement
  4. Prepare a project plan
  5. Develop the service inventory model
  6. Identify the services
  7. Perform the service test
  8. Describe the services and populate the service inventory template
  9. Validate the service inventory
  10. Communicate the Service Inventory
  11. Maintain the service inventory over time
  12. Optimize the utility of the service inventory

Phase 1: Getting organized

Figure 2: Phase 1, Getting Organized
Text version: Figure 2: Phase 1, Getting Organized

Step 1: Establish how the service inventory will be used

Establishing how the service inventory will be used can help determine the timeline and resources required to develop and manage it. Some questions to consider include the following:

  • Who will use the inventory?
  • How will the inventory be used to identify opportunities for service improvement and to set priorities?
  • How will the data be used to support decision-making by senior management?
  • How will the data be shared with other program or service management systems (e.g., to clarify linkages, to facilitate strategic alignment, to highlight potential efficiencies)?
  • How will the information in the inventory be used for reporting purposes?
Step 2: Establish a governance plan and project team

Putting in place a governance plan and a project team to oversee the project helps ensure that the project is well managed and reaches its goals. The following are some elements to consider:

  • Is there a project champion? Typically, the champion would be at the director general level or higher. The person's role would include helping articulate the purpose and objectives of the inventory, and helping obtain resources and gain visibility.
  • Is there an existing management committee that could provide project oversight?
  • Is there a designated project manager or coordinator?
  • Have the members of the project team been identified? Generally, the project team is small, and it may involve the procurement of external professional services.

It is useful to prepare key reference documents at the beginning of the project (e.g., project plan, project charter or terms of reference) to establish the purpose roles and responsibilities, and the governance structure.

Step 3: Determine stakeholder involvement

Involving key stakeholders, including subject-matter experts, promotes their engagement in the process and can significantly improve the quality of the project. The following chart lists some potential stakeholders, along with how they could be involved. It may be helpful in determining which stakeholders to involve in the project.

Stakeholder GroupPotential Involvement or Input

Strategic partners (e.g., corporate services groups)

These partners could also use the service inventory data (e.g., for reporting and analysis).

Program managers

Since program managers deliver a broad variety of programs, they can provide valuable subject-matter expertise and input.

Service inventory "owners"

Responsible for the service inventory, they oversee resources for its development and maintenance.

Front-line employees

Because they interact directly with clients, front-line employees can provide insight into the specifics of a particular service and into the related performance metrics.

Other stakeholders (e.g., information technology experts)

Other groups could provide insight because of important relationships with them, because of departmental priorities or because of certain aspects of developing the service inventory (e.g., information technology).

Step 4: Prepare a project plan

Once the project team and governance structure have been established, consider developing a project plan to provide a roadmap of key milestones for the creation and implementation of the service inventory. The project plan also has other elements such as the following:

  • Resource requirements;
  • Potential risks and mitigation strategies; and
  • Communications with key stakeholder groups.

Phase 2: Defining the services and preparing the service inventory

Figure 3: Phase 2, Defining the services and preparing the service inventory
Text version: Figure 3: Phase 2, Defining the services and preparing the service inventory

Step 5: Develop the service inventory model

The service inventory model illustrates what data elements will be captured and how it will be displayed. It can be thought of as a table that maps out the elements and the data that will be contained in the inventory.

A variety of technologies can be used, ranging from a simple spreadsheet to a sophisticated desktop or Web-enabled database. When choosing the platform, consider the size of the organization, as well as the number and the complexity of the services. Several departments have opted to use a spreadsheet initially, and migrated to a more complex database later.

Following is an overview of the advantages and disadvantages of spreadsheet and database software:

Spreadsheet software

Advantages

  • Available to most employees.
  • Most employees are familiar with it.
  • Easy to use and low cost.

Disadvantages

  • Difficult to manage simultaneous updates by multiple individuals.
  • Difficult to scale effectively as the data grows.
  • Limited reporting and analysis capabilities.
Database software

Advantages

  • Robust reporting and analysis capabilities, including use of queries to extract data.
  • Scalable to accommodate data growth.
  • Automated control for tracking updates.

Disadvantages

  • May require information technology expertise to put in place.
  • Employees may be unfamiliar with it.
  • Database development is often considered a separate project that may requires its own project documentation (e.g., plans, charters, business requirements) that needs to be written and approved before development can take place.
  • Databases are more costly to develop and more difficult to access.
Step 6: Identify the services

When identifying a department's services, it is useful to think about the department's mandate, client service environment and overall service direction. Consider the following questions:

  • What is the department's mandate and what are its key lines of business?
  • Who are the primary clients?
  • What services are linked to the PAA?
  • Are the services primarily external (to citizens and businesses) or internal to government?
  • What are the department's main services (final outputs)?
Sources of data

Several sources can be used to identify the services that a department is currently delivering. Using a combination of these sources can minimize information gaps. Possible sources include the following:

  • Legislative/regulatory instruments . Relevant legislation for the department, including legislative/regulatory instruments, and orders-in-council.
  • Reports on Plans and Priorities (RPPs)Footnote [4] and Departmental Performance Reports(DPRs).Footnote [5] These reports articulate, respectively, the department's main activities and priorities and its performance against them. They can be an excellent source of information for identifying services.
  • Program Alignment Architecture (PAA).Footnote [6] Because services are administered by programs, the PAA is useful in the identification of services.
  • Organization chart. A review of the department's organizational chart can help ensure that no groups or services have been overlooked.
  • Consultations and interviews. Consulting and interviewing stakeholders or representatives across the department can be an effective way of identifying services.
  • Existing service standards. Service standards that have been published by the department can be used to identify services.
Step 7: Perform the service test

Once a list of potential services has been compiled, consider using the service test tool to check whether they meet the definition of service. As per the Policy on Service , a service has the following essential elements: a recipient/client, a need to satisfy, an output and an outcome.

Step 8: Describe the services and populate the service inventory model

Enter the information into the service inventory model that was developed in step 5.

Phase 3: Validating and communicating the service inventory

Figure 3: Phase 3, Validating and communicating the service inventory
Text version: Figure 3: Phase 3, Validating and communicating the service inventory

Step 9: Validate the service inventory

Once the services have been identified and the elements described, they must be validated to ensure accuracy. This can be done in a number of ways, including the following:

  • Validation by service delivery agents. The central project team sends the inventory to service delivery agents, program managers and/or other specialists who can review the material, correct any errors and fill in any gaps.
  • Validation by the project team and/or manager. The service delivery agents and program managers have the prime responsibility for identifying the services. Once they have done that, the project manager and/or team members validate the results. In this case, it is important that the service test be used consistently to validate decisions.
  • Validation by a committee. A committee of senior managers representing the various areas of the organization validate the inventory.
  • Hybrid. A mixture of service delivery agents, the project team, the manager and a validation committee reviews the contents of the inventory.
Step 10: Communicate the service inventory

So that the service inventory will be useful to as many people as possible, consider sharing it within the department and with stakeholders across the Government of Canada. For example, the inventory could be posted on the department's intranet site or be included in regular departmental e-newsletters. When sharing the inventory, consider including the following in all communications:

  • What the service inventory is and why it is important;
  • How it will be used to support the management of department services; and
  • Whom to contact for more information or for updates.

Phase 4: Managing the inventory

Figure 5: Phase 4, Managing the inventory
Text version: Figure 5: Phase 4, Managing the inventory

Step 11: Maintain the service inventory over time

Once a service inventory has been developed, it is important to maintain it. It will only be useful if the data in it are reliable, valid and up to date. Departments can ask themselves the following key questions when determining an effective approach to maintaining the inventory:

  • Is there a clear "owner" for the service inventory?
  • Is there a procedure for creating or deleting services following organizational or program changes?
  • Is there a plan for regular (e.g., annual) updates and validation?
Step 12: Optimize the utility of the service inventory

When the inventory is completed, it can be used to do the following:

  • Support senior management decision making and alignment with other management functions throughout the organization;
  • Facilitate oversight and performance reporting by linking services to performance indicators and/or service standards; and
  • Identify opportunities for service redesign, improved usability, channel integration, mobile optimization, standardization and consolidation.

Module 3: Providing Service Learning Opportunities

The Policy on Service requires that learning opportunities regarding service-related knowledge and client-service excellence be given to service providers (see Section 7.2 of the Policy ). This module provides guidance on service learning opportunities and possible implementation activities.

3.1 What are service learning opportunities and why are they important?

The Policy defines learning opportunities as follows:

Diverse learning methods or tools, formal or informal, to generate awareness or acquire knowledge about the design or delivery of Government of Canada (GC) services such as information or orientation sessions, video, information provided via internal collaborative tools, manager debriefs, account sign-on notifications and electronic newsletters.

Departments that regularly provide learning opportunities related to service knowledge and client-service excellence lay the foundation for a commitment to service and to meeting the needs of clients and achieving program outcomes.

Learning opportunities ensure that service providers have the resources, tools, relationships, networks, training, education, and supervisory support to enable them to apply service knowledge and skills (see Table 1) during client-service interactions. Ultimately, this results in better service experiences, greater client satisfaction and improved program outcomes.

To effectively provide service learning opportunities across the organization, departments may want to develop a department-wide approach to or plan for service learning.

3.1.1 Service-related knowledge and client-service excellence

The term service-related knowledge refers to knowledge about the specific service(s) being provided. Client-service excellence refers to excellence in the skills required for interacting with clients. Table 1 lists some examples of service-related knowledge and client-service skills.

Table 1: Service-Related Knowledge and Client-Service Skills

ComponentDescription

Service-related knowledge

Knowledge of the following:

  • Departmental mandate, objectives and priorities
  • Departmental products, services and partners
  • The program that the service supports
  • Related programs and services for clients (e.g., those provided by other departments and other levels of government)
  • Any applicable service pledges, commitments and standards
  • Client expectations
  • Service-delivery concepts and techniques
  • Existing and emerging client-engagement tools, management tools, technology and applications
  • Privacy, identity management, and security practices that support the service
  • The official languages requirements that must be met when providing the service

Client-service skills

The ability to do the following:

  • Demonstrate an understanding of own role and responsibilities, and those of other parties involved in providing the service
  • Follow applicable GC and departmental policies, regulations and procedures relating to client service
  • Use effective interpersonal communication techniques to identify client needs (e.g., questioning, active listening) and to maintain positive relationships
  • Demonstrate a helpful, caring and professional attitude when serving clients
  • Assess a situation and apply problem-solving techniques to achieve positive client-service outcomes
  • Resolve client service issues, including urgent ones, in a timely manner
  • Seek feedback from clients to improve the quality and efficiency of services
  • Work collaboratively to provide integrated services to clients
  • Provide service that is consistent with organization's values
  • Use language and actions that show respect for clients

3.2 Possible implementation activities

Departments that choose to develop service learning approaches or plans can include the following possible learning opportunities in those learning approaches or plans.

3.2.1 Upon commencement of employment

  • Providing toolkits that include information about government-wide and departmental policy requirements relating to service
  • Holding briefing sessions to ensure that service providers know the expected client-service behaviours when they interact with clients, whether in the case of external services or internal enterprise services
  • Distributing information about organizational structure and the governance structure that supports the delivery of external services and internal enterprise services offered by the department
  • Providing employees with contact information for other employees who are involved in the delivery of external services and internal enterprise services. Departments that publish their service inventories on their intranet sites can help ensure that all staff have access to this information every day

3.2.2 On a regular basis

  • Integrating service and service-learning opportunities into performance agreements and learning plans
  • Supporting service-related education and certification opportunities
  • Offering informal mentoring and coaching opportunities
  • Organizing departmental events and networking opportunities to share information and knowledge about service delivery
  • Promoting service-learning opportunities and recognizing service achievements during team meetings
  • Developing, maintaining and sharing a list of best practices relating to service
  • Raising awareness and encouraging experimentation with new approaches and technologies relating to service
  • Implementing pilot projects and initiatives
  • Reviewing the service learning approach or plan to ensure that it remains up-to-date

3.3 Resources

The following are just some of the resources departments can use in developing a service learning approach or plan.

Resources offered by the Treasury Board of Canada Secretariat

Resources offered by other organizations

Courses offered by Canada School of Public Service

Awards relating to service

Module 4: Establishing Service Standards

The Guideline on Service Standards is intended to be used by employees and managers who are responsible for service delivery. It defines service standard and sets out a series of steps for developing, implementing and monitoring the performance of service standards in an organization. It also outlines common concepts and best practices for developing and managing service standards for both external services and internal services.

It is anticipated that the Guideline on Service Standards will be consolidated into the Guideline on Service Management during 2015–16 as Module 4.

Module 5: Establishing Service Agreements

Two Treasury Board guidelines deal with the implementation of service agreements. The first, which provides an overview of service agreements, is geared toward senior managers and executives. The second, which describes the essential elements of these agreements, is intended for individuals responsible for developing or reviewing service agreements.

Both guidelines are the result of extensive consultations with departments and agencies, and are part of the Treasury Board of Canada Secretariat's (TBS's) efforts to support the development and management of service agreements. They are part of a series of guidelines to support client-centred service and service excellence, and are part of TBS's suite of policy instruments relating to service. These guidelines support the Directive on Internal Support Services and will also support organizations in pursuing consolidation and greater efficiencies in the delivery of services.

It is anticipated that both of those guidelines will be consolidated into the Guideline on Service Management during 2015–16 as Module 5.

5.1 Overview

The Guideline on Service Agreements: An Overview provides program and service managers and executives with an overview of the key concepts and steps involved in establishing service agreements.

5.2 Essential elements

The Guideline on Service Agreements: Essential Elements provides advice, guidance, practical examples and templates for individuals charged with developing a service agreement or with reviewing a service agreement drafted by the other party in an evolving service relationship.

Definitions

Alternative service delivery:
The departmental and structural dimension of improving governments' performance in delivering programs and services to citizens and businesses. It includes the following mechanisms: privatization, franchising/licensing, public-private partnerships, purchase of service, devolution, delegated administrative authority, and agency and direct delivery.
Client:
Individuals, businesses or their representatives served by or using services provided by a government department.(For the purposes of this guideline, client and recipient are used interchangeably).
Final (service) output:
A unit of value that is delivered directly to a client by a service.
Learning opportunities:
Diverse learning methods or tools, formal or informal, to generate awareness or acquire knowledge about the design or delivery of Government of Canada services such as information or orientation sessions, video, information provided via internal collaborative tools, manager debriefs, account sign-on notifications and electronic newsletters.
Matches:
Services that match, refer or link one party (requestor) to another party (responder) and in which the provider has an explicit or implicit duty to both parties in the match. There are two types of matches:
  • Prescriptive match:
    A computational match between a requestor and a known and finite range of responders.
  • Non-prescriptive match:
    A match between a requestor and an unknown or partially known range of responders that may require locating additional responders as part of service delivery.
Need:
A requirement or desire of a target group that a program has a mandate to satisfy or reduce.
Outcome:
An external consequence attributed, in part, to an organization, policy, program or initiative. Outcomes are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization's influence. Outcomes are usually further qualified as immediate, intermediate, or ultimate (final), expected, direct, etc.
Priority services :
External and internal enterprise services, determined by each department considering one or more of the following: volume (e.g., transactions per year), importance of service to clients (e.g., entitlements, permits, benefits, authorizations, mission-critical services), use of sensitive personal or commercial information, cost-benefit analysis, and affordability.
Recipient:
See client .
Service:
Provision of a specific final output that addresses one or more needs of an intended recipient and contributes to the achievement of an outcome. Government of Canada services include:
External services:
A service where the intended recipient is a client that is external to the Government of Canada; and,
Internal enterprise services:
A service provided by a Government of Canada department to other Government of Canada departments intended on a government-wide basis.
Service inventory:
A catalogue of external and internal enterprise services, including the identification of priority services, that provides detailed information based on a specific set of elements (e.g., channel, client, volume).
Service management:
The set of activities and practices undertaken by those responsible for designing, implementing, delivering, monitoring and continuously improving the services for which they are accountable.
Service owner:
The department that has the authority to offer a particular service. That authority is often conferred through legislation or through a regulatory or other instrument, and accountability is delegated to the appropriate level of manager.
Service provider :
Individuals directly involved in providing a service, including managers.
Service standard:
Public commitment to a measurable level of performance that clients can expect under normal circumstances.
Third-party service provider:
An individual, organization, department or jurisdiction that delivers a service on behalf of the service owner.