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.
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.
Module | Release Date |
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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 |
This section outlines some key concepts that underpin the design, delivery and management of government services.
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.
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:
The focus of the above principles differs somewhat from the well-known drivers of client satisfaction:
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.
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
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.
Definitions and explanations of the key terms contained in the definition of service are as follows.
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).
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.
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.
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.
1.3.1 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:
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:
The following services are not considered internal enterprise services and are therefore not within scope of the Policy on 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 ).
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:
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.
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 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 .
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 ).
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.
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.
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.
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.
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.
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.
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:
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:
Departments will identify their priority services based on their own operational context; there is no set number of priority services required under the Policy.
When identifying services, keep the following in mind:
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 .
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 Type | Description | CGRM Service Output Title | Examples |
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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 |
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2. Advisory Services |
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3. Educational, Recreational and Cultural Encounters |
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4. Regulatory Compliance and Enforcement |
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5. Rule MakingTableau 1A - Note de bas de tableau * |
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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 Type | Examples |
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1. Acquisition Services |
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2. Communications Services |
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3. Financial Management Services |
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4. Human Resources Management Services |
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5. Information Management Services |
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6. Information Technology Services |
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7. Legal Services |
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8. Management and Oversight Services |
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9. Materiel Services |
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10. Real Property Services |
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11. Travel and Other Administrative Services |
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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.
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.
Questions | Analysis | Yes/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. |
The following three examples show how the service test tool can be used to determine whether an activity is a service.
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.
Questions | Analysis | Yes/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 |
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.
Questions | Analysis | Yes/No |
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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. |
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 .
Questions | Analysis | Yes/No |
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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 * |
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.
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:
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:
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. | Element | Description | Basic | Enhanced |
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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:
For internal enterprise services , select from one of the following elements:
| 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:
| 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:
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.
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.
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.
There are four phases to developing a service 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.
This appendix describes the four generic phases and 12 steps that are involved in developing a service inventory.
The 12 steps are as follows:
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:
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:
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.
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 Group | Potential Involvement or Input |
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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). |
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:
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:
Advantages
Disadvantages
Advantages
Disadvantages
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:
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:
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.
Enter the information into the service inventory model that was developed in step 5.
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:
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:
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:
When the inventory is completed, it can be used to do the following:
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.
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.
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
Component | Description |
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Service-related knowledge | Knowledge of the following:
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Client-service skills | The ability to do the following:
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Departments that choose to develop service learning approaches or plans can include the following possible learning opportunities in those learning approaches or plans.
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
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.
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.
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.
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.
In the framework of a Program Alignment Architecture or Management, Resources and Results Structures, services may also be referred to as activities .
The Policy on Service uses the term clients . In this guideline, recipients and clients are used interchangably.
For information on the security requirements associated with the use of classified, designated, sensitive personal, or sensitive commercial information, consult the Treasury Board Security Organization and Administration Standard .
The RPP is an individual expenditure plan for each department that details its main priorities by strategic outcome, program activity and planned/expected results, including links to related resource requirements.
The DPR is an individual department's account of results achieved against planned performance expectations as set out in the RPP.
The PAA is an inventory of a department's programs, arranged hierarchically to show the relationship between each program and the department's strategic outcomes. It is a key component of the Treasury Board Policy on Management, Resources and Results Structures
A graphical representation of the context within which Government of Canada services operate that includes the key terms from the definition of service. The image shows that 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.
A graphical representation of Phase 1 in developing a service inventory. Phase 1 is focused on getting organized. The image lists steps one through four of the 12 step process. Step one is about establishing how the service inventory will be used. Step two is about establishing a governance plan and project team. Step three is about determining stakeholder involvement. Step four is preparing a project plan.
A graphical representation of Phase 2 in developing a service inventory. Phase 2 is focused on Defining Services and Preparing the Service Inventory. The image lists steps five through eight. Step five is about developing a service inventory model. Step six is about identifying the services. Step seven is performing the service test. Step eight is about describing the service and populating the service inventory model.
A graphical representation of Phase 3 in developing a service inventory. Phase 3 is focused on validating and communicating the service inventory. The image lists steps nine and 10. Step nine is about validating the service inventory. Step 10 is about communicating the service inventory.
A graphical representation of Phase 4 in developing a service inventory. Phase 4 is focused on managing the inventory. The image lists steps 11 and 12. Step 11 is about maintaining the service inventory over time. Step 12 is about optimizing the utility of the service inventory.