Canadian Government Executive - Volume 22

/ Canadian Government Executive

// April 2016

Special Report

Six Principles

for Successful Integration

ability for results. This requires creating

mechanisms that facilitate collaboration

internally within and between service

provider organizations. While structures

will vary, the following components pro-

mote shared planning and accountability.

• Commitment of senior leaders to over-

come resistance to change, establish

desired outcomes and provide the im-

petus to drive action.

• Joint governance through a steering

committee comprising officials from

each government entity and program

and all other organizations involved;

this group is responsible for project

oversight and developing an appropri-

ate integration blueprint.

• Project Management Office to sup-

port the governance structure, control

and monitor the project and manage

overall communications and reporting.

This support is typically provided by an

external partner. Internally, a project

management team has responsibility

for day-to-day management of the in-

tegration project.

• Working groups comprising the spe-

cialists required to solve specific chal-

lenges and to test solutions.

Principle 2. develop a client-centric

service delivery model

Devising a client-centric model improves

the effectiveness and equity of the ser-

vices provided while also delivering

more value for clients.

Optimizing the service delivery expe-

rience for clients requires empowering

them, offering choice and a seamless

experience. Rather than a one-size-fits-

all approach, the focus needs to be on

creating a model targeted to the needs

of service users. This requires:

• “walking in clients’ shoes” to identify

where integration can help to reduce

program silos, duplication, inconsisten-

cies and weak results;

• mapping out a client journey from the

emands for greater transpar-

ency, accountability, sustain-

ability. Requirements to deliver

public services more efficiently

and affordably.

Obligations and expectations for the

public sector are expanding and accel-

erating. Locally, regionally and nationally,

government is expected to produce bet-

ter outcomes with fewer resources.

From siloed/isolated to

streamlined/coordinated

Traditionally, public services were deliv-

ered through a variety of government

agencies and programs that were not

connected and had little need to share

information. This type of hierarchical,

siloed program arrangement impeded

collaborative service management and

delivery, especially for the most vulner-

able citizens. For these individuals, ac-

cessing the services they needed through

different departments, organizations and

programs was often complex, confusing,

frustrating – and sometimes impossible.

In fact by the 1990s, as pressures and

frustrations mounted within health sys-

tems, publicly-funded health services

delivery became the focal point for in-

tegration exploration in many jurisdic-

tions around the world. Governments

began experimenting with new ways to

deliver services through a single contact

point where people could access infor-

mation and advice, submit applications

and claims and receive the services they

needed on a timely, efficient basis.

The advantages soon became evident.

Streamlining across program and orga-

nizational boundaries enabled multiple

government departments and entities to

work together to better serve clients. A

growing track record of successes gener-

ated additional momentum and extension

into new areas of public service delivery.

Today, governments are increasingly

working across departments, minis-

tries and industry sectors to leverage

strengths and generate coordinated,

fiscally-sustainable and client-centred

service delivery systems.

The vision: client-centred,

outcome-focused

As service integration continues gain-

ing traction, it’s important to under-

stand there is no single route to success.

Learning from the past two decades,

however, shows us that integration

must be based on a sound framework

– a framework that is client-centred and

outcome-focused, that shares a com-

mon vision and rewards.

Building such a framework requires a

comprehensive integration strategy fo-

cused on delivering services based on

client needs rather than organizational

objectives. It means thinking first about

the client journey and outcomes and

then creating a vision of what client-

focused service delivery could be.

Six principles of a successful

integration strategy

Still, integrating delivery of services to

the public is challenging. While intro-

ducing new processes, integration must

also respect jurisdictional and legisla-

tive boundaries and the accountability

requirements of each organization and

program involved.

The following six principles, when

used to inform the planning and im-

plementation of an integrated service

delivery system, can effectively reach

within and across organizations to

achieve harmony.

Principle 1. create a collaborative

governance framework

Building effective relationships is es-

sential for successful integration. New

governance structures are needed to es-

tablish roles and responsibilities, support

decision-making, and assign account-

Strengthening Accessibility, Accountability and

Efficiency of Public Services Delivery