Digital Policy: Ideas Stage - Report on What We Heard
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In order to better serve Canadians and adapt to the digital age, Treasury Board Secretariat is considering the development of a single Government of Canada Digital Policy. This policy will integrate, simplify and evolve the existing rules that govern the management of service, information management, information technology, and components of cybersecurity.
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To inform the development of the new policy, an idea generation phase was undertaken. This consisted of public consultations in order to gather feedback from diverse stakeholders on the potential directions of this policy. Engagement was facilitated through targeted in-person workshops of Government of Canada officials and an online questionnaire (feedback summarized in Part 1 of this report), as well as through various social media platforms and email (from which feedback is summarized in Part 2).
Many ideas were submitted throughout the engagement process between and . These ranged from strategic considerations to technical specifics to how we approach development of the rules. The information gathered through the ideas phase will be considered in the development of the policy and associated guidance.
Some key ideas emerged:
- User-focused services should be a primary driver behind this Policy. These should be enabled by information technology, information management and cybersecurity. In turn, these enablers should contribute to more effective Government operations.
- Rules need to be updated, flexible and support experimentation. Consistent plain language and definitions need to be applied.
- Focus should be on the user in the design and delivery of services that meet their needs.
- The access, sharing and safeguarding of information and data across the Government of Canada is fundamental to better services and government operations.
- Public officials require tools, guidance, and training tailored to their needs and activities to perform their duties effectively.
- Common government-wide approaches and solutions, while important, need to consider the uniqueness of different organizations (i.e., one size may not fit all).
- Government digital assets require modernization and its systems, processes and data need to support interoperability.
- Clear governance and processes as well as strong leadership are needed to support effective decision-making and collaboration within and across government organizations.
- Performance needs to be driven by results and informed by user-feedback.
This report serves as summary of the feedback received.
Part 1: Feedback from In-Person Workshops and Online Questionnaire
Two in-person workshops were held in April and May with officials from over thirty federal organizations to solicit ideas on the upcoming Digital Policy.
- The dialogue and feedback from these was distilled into five areas of focus: 1) Client-driven by design, 2) Improved digital infrastructure, 3) More effective government operations, 4) Improved capacity – workforce and tools, and, 5) Focus on results-based measurement.
An online questionnaire was developed and made available to the broader public in June to validate feedback from the in-person workshops.
- The questionnaire gauged respondents' agreement with a series of statements associated with each focus area on a Likert scale, and encouraged additional feedback in comment boxes. Quantitative data from the online questionnaire can be found in Annex A.
- A second component of this online engagement was an online brainstorming workspace available to Government of Canada officials hosted on Mural.co to provide more space for collaboration.
1) Service Delivery – Client-driven by design
In-person workshops
The feedback revealed three primary considerations of being client-driven by design: 1) that the needs of clients drive every phase of the policy cycle, 2) that the Digital Policy have the primary goal of improving service delivery for Canadians while not leaving anyone behind, and 3) that openness be balanced with privacy of personal information.
Online questionnaire
The online questionnaire asked contributors to rate their level of agreement with statements derived from this feedback. A strong majority agreed that program design informed by client engagement (63% strongly agreed; 32% agreed) and regular client feedback mechanisms built into programs in support of continuous improvement (65% strongly agreed; 33% agreed) are prerequisites to government being client-driven by design. A moderate majority agreed that programs and services designed for clients through their channel of choice (38% strongly agreed; 41% agreed) are prerequisites.
Additional feedback included observations that it would be more effective to choose a few main channels of delivery and do them well rather than attempt to accommodate all channels. Respondents also emphasized that client feedback received throughout the policy lifecycle should be meaningfully integrated and tied back to tangible changes and results.
2) Improved Digital Infrastructure
In-person workshops
The feedback revealed that public servants feel the government's digital infrastructure needs a refresh; higher capacity for data analytics and a shift from proprietary technologies to open tools. Comments also supported the creation of a Government of Canada-wide digital infrastructure.
Online questionnaire
A strong majority agreed that interoperable data, systems and processes (strongly agreed 55%; agreed 34%) are a prerequisite to improved digital infrastructure. A lesser majority agreed that using government-wide solutions and standards (36% strongly agreed; 35% agreed) as well as departments and agencies developing in the open (32% strongly agreed; 35% agreed) are also prerequisites.
Additional feedback cautioned against implementing inflexible whole-of-government digital solutions, which risk stifling innovation or constraining departments that have exceptional requirements. Contributors also raised concerns about security when developing in the open.
3) More Effective Government Operations
In-person workshops
The feedback emphasized that a critical outcome of the Digital Policy is improved government operations: so, this policy should allow departments to work better together with digital as an enabler. This includes collaboration and agility in governance, as well as streamlined processes and interoperability of systems and data.
Online questionnaire
A strong majority agreed that integrated governance that supports strategic, flexible decision-making and streamlined approval processes (strongly agreed 45%; agreed 41%) as well as flexible rules (49% strongly agreed; 36% agreed) are prerequisites to more effective government operations. A majority agreed that governance and rules establishing and supporting government-wide management (27% strongly agreed; 48% agreed) and common business processes in the design of programs and services are prerequisites (29% strongly agreed; 39% agreed).
Additional feedback raised issues of departmental uniqueness in implementing common business processes, and a lack of accountability associated with flexible rules.
4) Improved Capacity – Workforce and Tools
In-person workshops
The in-person discussions made it clear that public servants want a new, modernized public service. This includes a radical culture change towards innovation and experimentation, and improved workplace tools to facilitate collaboration.
Online questionnaire
A strong majority agreed that the availability of the right tools to employees (67% strongly agreed; 26% agreed) is a prerequisite to improved capacity. A majority agreed that rules and processes supporting the development and acquisition of skills and competencies (33% strongly agreed; 41% agreed) and rules and processes supporting a culture of innovation and risk-taking (42% strongly ageed; 31% agreed) are also prerequisites.
The additional feedback on the latter two statements revealed a perception that rules and processes constrain innovation. Respondents discussed a need for a culture change, particularly at the management level, to allow for increased flexibility and experimentation, modernized recruitment and classification, as well as the provision of appropriate training, tools, and funding.
5) Focus on Results-based Measurement
In-person workshops
The feedback revealed that Government of Canada employees want reporting to focus more on results and outcomes, with relevant performance measures based on Canadian feedback. Performance metrics must support decision making, and reporting requirements should be agile and not increase departments and agencies' administrative burden. There must also be recourse for poor services.
Online questionnaire
A strong majority agreed that performance measures focused on results to inform decision-making (42% strongly agreed; 37% agreed) are a prerequisite to a focus on results-based measurement. A moderate majority agreed that performance monitoring and reporting rules with an increased focus on results over compliance (35% strongly ageed; 38% agreed) are a prequisite.
Additional feedback pointed out that results and compliance can be complementary. They also indicated a need to incentivize the change to results-based measurement and measure the right thing.
Top Barriers to Digital
The top five barriers to digital indicated by survey respondents were 1) Risk-averse culture (42%), 2) Inability to work across silos (35%), 3) Inadequate collaboration (30%), 4) Lack of a corporate vision for digital (23%), and 5) Resource constraints (22%).
Other barriers included a lack of digital literacy in executive positions, as well as issues with the centralization of information technology services.
Addressing Barriers
Respondents indicated that the top barriers to digital could most likely be addressed by: 1) Culture (59% strongly agree; 26% agree), 2) Capacity (47%; 36%), 3) Vision and strategy (46%; 33%), 4) Guidance (27%; 50%) and 5) Governance (33%; 39%).
Responses on other ways to address barriers discussed culture change among executives and employees, tools to leverage digital workspaces, updated strategies and business cases for change, and increased collaboration and partnerships.
Additional Feedback
When asked if they had anything else to share, respondents underscored the need for change leaders across all departments and at different levels, as well as supporting departmental visions, strategies, or policies. They also sought better communication, whether it was between executives and front-line staff, by sharing lessons learned from innovative projects, or learning from the private sector.
Part 2: Feedback from Social Media, Gccollab.ca, and Email Submissions
Social media (Twitter, LinkedIn, Reddit, Github) has been employed since May to draw in a larger audience, directing them to the Digital-Numérique discussion group at GCcollab.ca where interested parties could share their ideas, or alternatively, to contribute anonymously by email. General comments on these platforms and the Chief Information Officer of Canada's blog on the Open Government site were also collected.
1) Service Delivery
The ultimate objective of the Digital Policy should be to improve service delivery, a point that most contributors agreed on. Contributors emphasized the need to design and improve services while engaging the user. It was suggested that government develop a better understanding of users and provide service channels that suit their needs. Contributors thought that services should be proactively offered, organized in a way that makes sense to the user, and only require citizens to provide their information once. Contributors also see an opportunity through the policy to improve the quality of data as well as its use and management in the design and delivery of services, as well as in government operations.
Many contributors highlighted the importance of inclusiveness and accessibility. Specific needs of persons with disabilities should be met by governmental services, platforms, and publications. Digital literacy of government officials should also be addressed, and analogue channels maintained where appropriate, with guidance provided by Treasury Board Secretariat. Where analogue is transformed into digital, contributors noted that it should not necessarily be a direct translation; we should look to improve the business processes and user experience while doing so. The importance of keeping systems, tools, and datasets platform agnostic was echoed, allowing flexibility to move between or serve through parallel channels.
2) Digital Infrastructure
Contributors would like to see interoperable systems and datasets, with common standards supporting them, to allow for cross-departmental, or even cross-governmental information sharing, less duplication of effort and data, and ultimately better service. An increase in openness and access to quality curated data was seen as an approach to only enable information sharing, but also promoting accountability.
Some mentioned that this would require addressing actual and perceived legislative barriers. The breaking down of siloes would also allow for integrated solutions where appropriate, increasing efficiency.
Contributors also noted the importance of maintaining citizens' trust in government services by balancing openness with security and privacy. Openness, security and privacy should be built into systems and services from the start and proactively maintained. Better understanding and awareness of security and privacy practices were also identified as a current gap.
Contributors indicated an urgency to ensure that information and data is preserved in such a way that technology changes will not render their format obsolete, thus guaranteeing the information's integrity and authenticity over the long term.
Many federal public servants identified digital identity and signatures as tools that would simplify their work and allow them to provide better and trusted services, and asked that barriers to these be removed.
3) More Effective Government Operations
Contributors asked that policy place an emphasis on guidance and principles, allowing flexibility to meet unique requirements and leaving room for innovation. Flexible instruments (rules) that are more easily updated can also enable keeping up with technological change and new ideas. Contributors said the policy should recognize the different circumstances of certain departments when drafting requirements, as needs and limitations (costs, capacity, etc.) will vary.
The need for better communication was expressed, seeking successes and failures to be shared between departments, which would allow them to learn from each other's experiences. Contributors also highlighted the need for clarification of roles and procedures and a common set of definitions and understandings, which underpins multi-departmental efforts.
4) Improved Capacity – Workforce and Tools
While access to the right tools was a common theme, contributors emphasized the need for appropriate training on the use both future and existing digital tools. This would contribute to the largest recurrent theme in the social-media feedback, highlighting the need for digital literacy in the public service, through hiring, retention, and especially the training of existing employees
Underpinning many of the ideas received through this exercise was the need for change management to bring the public service culture to a level where employees are encouraged to innovate, take measured risks, and share information. Contributors expressed a desire for government to take a more iterative approach to design and testing, in regards to both services and policies. Contributors highlighted the importance of strong and supportive leadership across government that empowers employees, ensuring that they are provided with appropriate funding, tools, and training.
5) Results-based Measurement
Contributors asked that better measurable indicators be carefully chosen to improve service delivery and operations, while reducing reporting burden.
Annex A: Quantitative Data from the Online Questionnaire
From June 9 to June 14, 306 individuals completed the online questionnaire, of which 90% were Canadian federal public servants, 4% other public servants, and 6% interested individuals. The following tables provide the quantitative data from these responses. Please note that there is no quantitative data to share for Question 8 ("Do you have other thoughts on how to address barriers?") and Question 9 ("Do you have anything else that you would like to share?").
| Strongly agree | Agree | Neither agree nor disagree | Disagree | Strongly disagree | Don't know / Not sure | Total | |
|---|---|---|---|---|---|---|---|
| a. Program design requires, and is informed by, client engagement | 63.40% (194) |
32.35% (99) |
1.96% (6) |
0.65% (2) |
1.31% (4) |
0.33% (1) |
100% (306) |
| b. Programs and their services must be designed for clients through their channel of choice | 38.24% (117) |
40.52% (124) |
13.07% (40) |
6.21% (19) |
0.65% (2) |
1.31% (4) |
100% (306) |
| c. Programs must build in regular client feedback mechanisms in support of continuous improvement | 64.71% (198) |
33.01% (101) |
0.98% (3) |
0.65% (2) |
0.65% (2) |
0.00% (0) |
100% (306) |
| Strongly agree | Agree | Neither agree nor disagree | Disagree | Strongly disagree | Don't know / Not sure | Total | |
|---|---|---|---|---|---|---|---|
| a. Departments and agencies will use government-wide digital solutions and standards | 35.62% (109) |
35.29% (108) |
15.03% (46) |
7.84% (24) |
5.56% (17) |
0.65% (2) |
100% (306) |
| b. Departments and agencies will leverage interoperable data, systems and processes | 54.58% (167) |
33.99% (104) |
7.19% (22) |
2.29% (7) |
0.98% (3) |
0.98% (3) |
100% (306) |
| c. Departments and agencies will develop in the open | 31.70% (97) |
35.29% (108) |
18.63% (57) |
6.54% (20) |
1.63% (5) |
6.21% (19) |
100% (306) |
| Strongly agree | Agree | Neither agree nor disagree | Disagree | Strongly disagree | Don't know / Not sure | Total | |
|---|---|---|---|---|---|---|---|
| a. Governance and rules will establish and support government-wide management. | 27.12% (83) |
47.71% (146) |
11.76% (36) |
7.52% (23) |
3.59% (11) |
2.29% (7) |
100% (306) |
| b. Governance is integrated to support strategic, flexible decision-making and streamlined approval processes | 45.10% (138) |
40.52% (124) |
5.88% (18) |
3.92% (12) |
3.27% (10) |
1.31% (4) |
100% (306) |
| c. The rules are flexible and adapt to changing environment and needs | 49.02% (150) |
35.62% (109) |
7.52% (23) |
5.23% (16) |
1.63% (5) |
0.98% (3) |
100% (306) |
| d. Departments and agencies will adopt common business processes in the design of their programs and services | 29.41% (90) |
39.22% (120) |
16.34% (50) |
10.78% (33) |
3.27% (10) |
0.98% (3) |
100% (306) |
| Strongly agree | Agree | Neither agree nor disagree | Disagree | Strongly disagree | Don't know / Not sure | Total | |
|---|---|---|---|---|---|---|---|
| a. Rules and processes will support the development and acquisition of skills and competencies | 33.33% (102) |
41.18% (126) |
11.76% (36) |
7.52% (23) |
3.27% (10) |
2.94% (9) |
100% (306) |
| b. The right tools will be available for employees to do their job | 67.32% (206) |
25.82% (79) |
2.94% (9) |
2.29% (7) |
1.31% (4) |
0.33% (1) |
100% (306) |
| c. Rules and processes will support a culture of innovation and risk-taking | 41.50% (127) |
30.72% (94) |
14.05% (43) |
6.86% (21) |
6.54% (20) |
0.33% (1) |
100% (306) |
| Strongly agree | Agree | Neither agree nor disagree | Disagree | Strongly disagree | Don't know / Not sure | Total | |
|---|---|---|---|---|---|---|---|
| a. Rules around performance monitoring and reporting will have an increased focus on results over compliance | 34.97% (107) |
37.58% (115) |
12.42% (38) |
8.82% (27) |
3.27% (10) |
2.94% (9) |
100% (306) |
| b. Departments and agencies will employ performance measures focused on results to inform decision-making | 42.48% (130) |
37.25% (114) |
11.11% (34) |
4.90% (15) |
2.61% (8) |
1.63% (5) |
100% (306) |
| Choice | Percentage | Count |
|---|---|---|
| Inability to experiment quickly | 16.67% | 51 |
| Inability to work across silos | 34.97% | 107 |
| Inadequate collaboration between lines of business and IT/IM | 30.07% | 92 |
| Risk-averse culture | 42.16% | 129 |
| Change management capabilities | 12.75% | 39 |
| Lack of a corporate vision for digital | 23.20% | 71 |
| Lack of talent/skills required | 19.61% | 60 |
| Lack of necessary tools | 20.92% | 64 |
| Inflexible rules | 20.59% | 63 |
| Lack of clear guidance | 17.32% | 53 |
| Lack of data | 5.56% | 17 |
| Resource constraints | 22.22% | 68 |
| Legacy systems | 16.34% | 50 |
| Other: | 17.65% | 54 |
| Total | 100% | 306 |
| Strongly agree | Agree | Neither agree nor disagree | Disagree | Strongly disagree | Don't know / Not sure | Total | |
|---|---|---|---|---|---|---|---|
| a. Rules | 14.05% (43) |
31.70% (97) |
28.10% (86) |
17.97% (55) |
6.21% (19) |
1.96% (6) |
100% (306) |
| b. Guidance | 26.80% (82) |
50.33% (154) |
12.42% (38) |
6.86% (21) |
0.65% (2) |
2.94% (9) |
100% (306) |
| c. Governance | 33.01% (101) |
39.22% (120) |
15.69% (48) |
8.17% (25) |
1.31% (4) |
2.61% (8) |
100% (306) |
| d. Vision and Strategy | 46.08% (141) |
33.33% (102) |
13.07% (40) |
4.90% (15) |
1.31% (4) |
1.31% (4) |
100% (306) |
| e. Capacity | 46.73% (143) |
35.62% (109) |
10.78% (33) |
4.25% (13) |
0.65% (2) |
1.96% (6) |
100% (306) |
| f. Monitoring and Reporting | 15.36% (47) |
33.01% (101) |
32.03% (98) |
13.40% (41) |
2.94% (9) |
3.27% (10) |
100% (306) |
| g. Culture | 58.50% (179) |
26.14% (80) |
10.78% (33) |
2.29% (7) |
0.00% (0) |
2.29% (7) |
100% (306) |
| h. Other | 20.26% (62) |
10.46% (32) |
24.18% (74) |
0.65% (2) |
0.33% (1) |
44.12% (135) |
100% (306) |
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