ICCS Past President & President and Chief Executive Officer, Housing Nova Scotia, Government of Nova Scotia
I continue to be so proud of the work done in Canada, and by the Institute for Citizen-Centred Service (ICCS), as we aspire to excellence in public sector service delivery. We have a solid infrastructure, and an amazing opportunity, to learn from each other and capitalize on best practices.
The ICCS continues to focus on key strengths and core business: this includes Research, the Common Measurements Tool and Certification and Learning programs. The ICCS also provides secretariat services to the two Councils: the Public Sector Service Delivery Council (PSSDC) and the Public Sector Chief Information Officer Council (PSCIOC). The secretariat services include agenda management and logistics, support for bi-annual in-person meetings of the Councils and regular teleconferences, hosting Councils websites (public and members-only) and managing the financial accounts of the Councils. We have now successfully stabilized our financial situation, with an eye to sustainability and ensuring that we are able to withstand the ebbs and flows that naturally occur in the not-for-profit world. Our Board and Committee work provides a strong foundation to ensure that we are maximizing every opportunity to share best practices and improve public sector services in Canada.
In late 2015, the ICCS Board asked its Finance and Legal Committee to provide recommendations for a sustainability plan that included operating, investment and contingency strategies as well as suggested instruments for investment. The ICCS Board of Directors engaged the services of L.C. (Skip) Lumley to undertake an ICCS sustainability study. The emphasis of the study was to ensure fiscal sustainability while meeting stakeholder expectations for the continuity of services. The consultants reviewed many of the historical documents, and interviewed a number of ICCS stakeholders. Stakeholders remarked on the passion, commitment and pride in the Institute’s mission and accomplishments. The stakeholders felt pride that they had been part of the creation and evolution of the ICCS and believed that its’ potential remained relevant.
The sustainability study focused on all of the ICCS lines of business: Secretariat Services, Research and Common Measurements Tool and Certification and Learning. The study also included recommendations for organizational sustainability as a not-for-profit organization with implications for the lines of business. The report found that the Secretariat Services were valued and were a core service of the Institute. The Research and Common Measurements Tool were still of value for members and the consultants concluded that sales volume and market penetration would be greater with more and better marketing. The consultants also provided strategic options to the Board around the Certification and Learning line of business. Once again, the consultants advised that increased sales volume and market penetration would occur with more and better marketing and more flexible/customized services including third party licensing would benefit this line of business.
In response to the recommendations in the sustainability study, the ICCS Board of Directors established the ICCS Prosperity Task Force to carefully review each of the recommendations made under the study to determine the next steps for the ICCS. In terms of the Research line of business, the ICCS Sustainability Review pointed out that members found the Research and Common Measurements Tool valuable but that the research and tool required an update. The ICCS initiated a review of its current research studies to ensure that they remained relevant, meeting the needs of subscribers and to understand how its research tools will fit into future opportunities for the ICCS over the next several years. Their recommendations with respect to current research was to continue focusing on special topics that are relevant today and to continuously align the Common Measurements Tool with any changes found in its flagship research.
They also agreed that developing a marketing and communications strategy for the research and other ICCS products was essential. They recommended a formal annual engagement process with potential and current stakeholders to obtain the full attention of participants for current study design discussions and to co-design upcoming offerings. Over the next few years, they suggested the Institute look at stand-alone pieces of research as well as investigate new product offerings and pricing, incrementally.
Better marketing and communications of ICCS products and services was a key theme in both the sustainability and research studies. The Board engaged the services of the Centre of Excellence for Public Sector Marketing (CEPSM) to conduct a market analysis to determine market value, potential and gaps of ICCS’ current products and services. CEPSM recommended that ICCS continue to promote the strong connection to Canadian public service delivery organizations as it has a strong track record and reputation of delivering high-value products and services. ICCS has been a leader in citizen-centred service delivery over the past 12 years and has been recognized as experts in this area in Canada and internationally. ICCS is unique and this separates us from the competition and it is essential to develop its branding and marketing communications.
These three studies have provided the ICCS Board of Directors with a number of thought-provoking recommendations for discussion. The ICCS Board is planning a business planning session in October of this year in Charlottetown to flesh our plans for the upcoming three years. We are excited and looking forward to the journey ahead of us. This year I enjoyed my second year as President of the ICCS, guiding us from our affirmation of our strategic goals and objectives to multi-year operational planning to executive on our defined goals. I continue to be humbled by the expertise of the staff, members, and Joint Councils.
ICCS Past President & President and Chief Executive Officer, Housing Nova Scotia, Government of Nova Scotia
After a third straight year of positive financial performance across all our services and products, the ICCS is now poised to begin thinking about its future; how and where best to reinvest, and how it can thrive and prosper in the years ahead. Under the exceptional guidance of the ICCS President, Board and Joint Councils, the ICCS set out to examine its business model, services and products, and consider future market opportunities.
This period of reflection was underpinned by three key studies to reflect on our journey over the past decade as an organization and critically examine our successes and failures. These studies included a Sustainability Review, a Research Product Review and a Market Analysis Study. Through extensive analysis and stakeholder engagement, each of these studies revealed a common thread – there is a tremendous amount of support, passion and commitment for the ICCS, across Canada and beyond our borders.
Our members, clients and stakeholders want to see the ICCS succeed and prosper and expect it to renew and innovate to ensure that we remain relevant and continue to be the leading centre of excellence for the advancement of public sector service delivery. As aptly stated by one of our members, ‘if the ICCS did not exist, we would have to invent it’. It is now time to re-invent the ICCS for the next decade.
Renewal and innovation will be key to the future success of the ICCS. As the ICCS Board and staff begin to deliberate the numerous recommendations made in the three studies, the fundamental question that must be addressed is: what do we want the ICCS to be in the next five to ten years? It is clear from the studies that the ICCS must become better at communicating and marketing itself, its services and products. We have started on this journey – through the use of social media, notably Twitter and LinkedIn, the ICCS is now actively communicating and using these social media tools to increase our reach and share timely information. We will begin to add a marketing lens to all our work to better understand our clients and how we target our messages to members, clients and stakeholders. We will become more active communicators and seek to ensure that ICCS becomes a well-known brand name.
The ICCS must also become an innovative organization. The ICCS must begin to reinvest in its products and services and modernize the way it interacts with its members, clients and stakeholders. As governments are faced with the challenge of meeting rising citizen and business expectations through and ever increasing digital world, so too must the ICCS begin to transform itself into a digital service-oriented organization. Several notable projects were started this past year specifically aimed at beginning that transformation, including: the official launch of our new client centric website, a new enhanced Council members’ user-friendly intranet site with repositories for all working groups, simplified online purchase and registration systems for Councils meetings and learning webinars, and an enhanced collaboration and learning platform including our first ever offering of certification and learning programs online for self-study. In the coming years we will continue to build on these projects, and add new ones that will continue to help us transform into a digital and marketing oriented organization, one that is poised for better serving our members, clients and stakeholders into the future.
The ICCS has also begun to reinvent its products and services. We have already rethought our services and support to the Joint Councils. Working hand-in-hand with our Councils Co-Chairs and members, we have reviewed our service offerings and are now providing more value-added services notably in support of key inter-jurisdictional projects through procurement and project management services. A new Councils’ intranet site and supporting repositories demonstrate the ICCS’ efforts to improve its information management services to the Councils to ensure effective document management and retrieval. In the coming year, the ICCS will continue to work with the Councils to leverage collaborative technologies to better support the work of the Councils as they move towards finalizing their strategic priorities.
In terms of our flagship research products, 2016-17 saw the completion and release of Taking Care of Business (TCOB) 5. This latest iteration of TCOB provides another example of our efforts to reinvent our products. Key enhancements were made to both the methodology and final presentation, including eye-catching info-graphics that reflect a more modern approach to data and insights presentation. This ground breaking work has now set the course for more user-friendly research reports that can be much more easily consumed. The coming year will see the ICCS undertake the Citizens First (CF) 8 study, which will continue to build on this approach. In addition, thanks to the Research Review, the ICCS will look to offer periodic, topic-specific research studies that fill both specific interest and budget needs of both existing and potential new clients.
The Common Measurements Tool (CMT) witnessed another strong year fuelled by the re-emergence of governments’ interest in service performance measurement. A number of new jurisdictions are now implementing the CMT to better measure and analyze levels of citizens’ satisfaction at the programs and service level. With the increased interest and use of the CMT, the ICCS will undertake a review of the CMT next year with a view to identifying opportunities to modernize the tool and how our clients use it. We will also explore options for digital enablement of the CMT and Benchmarking service.
The Certification and Learning (C&L) program enjoyed a successful 2016-17. The review, re-write and release of the Certified Service Manager (CSM) Body of Knowledge (BoK) signalled the renewal of the Certification and Learning program. Designed specifically for online use, the new BoK reflects the ICCS’s efforts to modernize service delivery. With its release, the ICCS was able to develop an online self-study version of the CSM along with the Certified Service Professional (CSP) that meets the needs of today’s public service for continual learning and improvement at a convenient time and place. This approach allows for ongoing updates and refreshes to ensure that our clients receive the latest knowledge to support their efforts to better serve their clients. The ICCS will continue to seek innovative ways to deliver its certification and learning program as well as offer timely and relevant learning webinars and events based on the needs of our clients.
Reflection, renewal and innovation cannot happen without a dedicated group of individuals who share the same commitment to meet the evolving needs of clients. As Executive Director, I am privileged and honoured to work with an incredible team. Each and every team member shares the same passion, commitment and desire to see the ICCS thrive and prosper. With the guidance of the ICCS President, Board and Joint Councils, we at the ICCS look forward to re-inventing the ICCS for the next decade.
Executive Director, Institute for Citizen-Centred Service
In 2016/17, we continue the revenue positive fiscal trend from the previous year across all business lines while averaging lower expenditures.
Over the course of the year, the ICCS has continued to collaborate with and to provide support to organizations and jurisdictions implementing the Common Measurements Tool (CMT) at various levels of government, both in Canada and internationally.
In Canada, the CMT has been licensed to several new users, including Agriculture and Agri-Food Canada and Service Canada at the federal level, Ministry of Labour in Alberta and the Government of Newfoundland and Labrador at the provincial level, and Peel Region at the local level. Licensing arrangements for continued use of the instrument have been made with several other jurisdictions, including New Brunswick and Ontario. In addition, a number of the licensees have requested and obtained CMT Benchmarking Reports from the ICCS.
Internationally, the CMT continues to be licensed and used in a number of countries, including Australia, Belize, the Netherlands, New Zealand, Singapore, and the UAE. The number of international CMT licensees has been steadily increasing over the past few years.
In one example, the ICCS has been actively supporting the implementation of the CMT by the Social Security Board of Belize. This included an in-person visit to Belize in April during which the Institute delivered training and orientation on the use of the instrument. In the months that followed, ICCS staff had been providing advice relating to the design phase of the pilot implementation and, after the fielding was completed, produced a benchmarking report based on the collected data.
The Institute has also been working closely with the Civil Service College (CSC) in Singapore. The CSC has obtained a license allowing it to use both the CMT and Citizens First, and has conducted a national survey based on the ICCS methodologies. The Institute has provided ongoing assistance in the period leading up to the fielding and then at the reporting stage. Following the pilot implementation, the CSC has confirmed its intention to continue using the research solutions offered by the ICCS.
The Institute has striven to further expand the range of its clients by taking advantage of various opportunities for promotion and marketing of its products and services. In one such instance, the ICCS presented on the CMT and its research to a delegation from India’s Department of Administrative Reforms and Public Grievances that visited Canada in August.
The year saw a successful completion of Taking Care of Business 5 (TCOB5). The results of the study confirmed that the Canadian public sector has made significant progress overall when it comes to government-to-business service provision, but they have also served to identify many areas where further improvement could be made. Similar to Citizens First 7, the study also took a closer look at the online channel and, specifically, at what it would take to get more businesses to switch to using that particular mode of service delivery.
Presentations on the results of the study have been made both to the subscribing jurisdictions and to the PSSDC/PSCIOC members at the Joint Councils meetings held in Victoria, BC in September. Responding to the broader interest in this type of research, additional presentations were delivered to a graduate class at the Schulich School of Business at York University in October, and to public sector representatives who attended the Service Research Conference hosted by Employment and Social Development Canada in November.
Following the completion of TCOB5 and ahead of the next iteration of Citizens First, the ICCS contracted an external consultant to conduct a detailed review of its research. The review was designed to gauge the extent to which the studies managed by the ICCS were meeting the current requirements of the public sector and in what ways any potential gaps could be closed. In order to meet these objectives and provide actionable input, the consultant conducted a series of interviews with key stakeholders, including public sector organizations, academics and consultants. The resulting report outlined the key areas that should be addressed in the short and long term. Many of the recommendations, including the need for increased engagement with jurisdictions participating in ICCS research, have been used in formulating the approach to the upcoming Citizens First 8 study. Other recommendations will be considered and implemented in the future iterations of the research studies.
While the research review was being conducted, the ICCS began to secure subscriptions to Citizens First 8. The study will see participation by all three levels of government and its results are scheduled to be available in early 2018.
Improving timeliness across all channels
Focusing on going the extra mile
Minimizing problems during transactions
Improving the handling of client complaints
Online needs to be the fast and easy choice
Improve the findability of online services and info
Provide information that better meets customers’ needs
Enable customers to connect with a ‘live’ person
Respond to emails quickly
The certification and learning program has had a great year. The programs continue to be used across Canada with interest in the certification model continuing to grow. Over 350 candidates have achieved their Certified Service Professional (CSP) certification with over 100 candidates earning their Certified Service Manager (CSM) certification. The ICCS offered 10 deliveries of the certification and learning programs in this past year.
We are proud to announce that the self-study versions of both the Certified Service Manager (CSM) and Certified Service Professional (CSP) are now online and available to learners. The learning modules in the programs are based on the content from the CSM and CSP Bodies of Knowledge. The self-study program can be used as stand-alone training or ICCS can arrange for the self-study program to be part of a hybrid delivery model. Learners can now advance through the program at their own pace providing them with a more flexible learning experience. The new self-study program also allows ICCS to update the content in the CSM and CSP Bodies of Knowledge more quickly and on a regular basis. This past year included a revision of the CSM Body of Knowledge which is currently in use in the CSM self-study program. The ICCS continues to work with course facilitators and the ICCS training community to explore ways of improving virtual delivery of the certification and learning programs.
For those who would rather have ICCS deliver a certification program, we are working on new one-day and half-day workshops based on the CSM and CSP content. This option for training is aimed at those organizations that are looking for stand-alone training programs.
Over the past year, the ICCS has had the good fortune of partnering with a number of organizations to offer certification and learning programs, including, but not limited to:
We would like to thank all of our partners for their use of the certification and learning programs and we look forward to adding new members to this growing community of practice.
In addition to our certification and learning programs, the ICCS successfully partnered with FCV Interactive to deliver a six-part webinar series on Digital Transformation for Government. The series was a success and we are working with FCV Interactive to offer another series of sessions in the Fall of 2017. We will also continue to look for additional partners to provide our members and the community with more valuable learning events.
The ICCS continued to provide Secretariat support to two National Councils - the Public Sector Service Delivery Council (PSSDC) and the Public Sector Chief Information Officer Council (PSCIOC).
The Councils also come together as a single entity, the Joint Councils, to address issues of common concern and interest. There are a number of sub-committees of the Joint Councils, PSCIOC and PSSDC focused on key priority areas.
The ICCS Secretariat organized the Fall 2016 and Winter 2017 meetings of the Joint Councils in Victoria, BC and Ottawa, ON respectively.
In 2016-2017, the Public Sector Service Delivery (PSSDC) Channel Shifting Working Group commissioned a Behavioural Insights (BI) Playbook. This Playbook is intended to provide you with the information required to apply behavioural insights for the purposes of shifting citizens to online channels. The Playbook is not a ‘one-size fits all’ approach. Rather, the guide has been developed to offer common frameworks and flexible approaches to suit the needs of your project. We encourage you to use the case studies and the tools and resources to elevate your ability to apply the steps outlined in this Playbook. A copy of the Behavioural Insights Playbook can be found on the ICCS website at https://iccs-isac.org/resources-tools/playbooks.
Joint Councils 2017 & beyond
Joint Councils members are working on a roadmap to effectively support Canada’s next generation of Digital Government. Main priority areas of the Joint Councils are Digital Identity, Digital Strategy and Client Centric Services along with other areas of work focused on Research, Open Data, Privacy and Identity Management. The PSSDC’s main priorities are Client Centric Services, Channel Shifting, Service Network Collaboration and Service to Business. The PSCIOC’s main priorities are Cyber Security, Cloud services, IT procurement and Identity Management.
Priorities for 2017-2020
IT Procurement and Identity Management
Service to Business
Service Network Collaboration
ICCS Vice-President and Associate Deputy Minister & Chief Digital Officer, Government of Nova Scotia, Service Nova Scotia
Natasha Clarke is the Associate Deputy Minister & Chief Digital Officer at Service Nova Scotia. She has over 19 years of experience leading transformational initiatives for the public and private sectors, and has been a Public Sector Service Delivery Council member since 2011. Since 2009, Natasha has championed multiple integrated service delivery initiatives for Service Nova Scotia and its partners. These have included such notable bundles as “Electronic Birth”, “Restaurant and Accommodations”, and “Convenience Store”. In her Digital Services role, Natasha is leading the creation of digital services that focus on human centered design and are just simple, clear and easy to use. Natasha has a Bachelor of Agricultural Economics from Dalhousie University, and a diploma in Applied Information Technology from ITI. Prior to her joining the Nova Scotia Government, Natasha worked as a management consultant in the private sector where she focused on partnering with public/private sector clients to enable their business transformation and process improvement projects.
Executive Director, Institute for Citizen-Centred Service
Dan Batista comes to the ICCS from the Government of Canada where he was the Senior Director of Service Delivery and Partnerships in the Small Business branch of Industry Canada (IC). As the Senior Director, he was responsible for managing key services to small businesses and entrepreneurs including the Canada Business Network, BizPaL and a number of web-based information products. In addition, Dan led the Service for Business initiative at IC, which included the development of the departmental service strategy, the establishment of a user-centred design service lab and the advancement of the Canada Revenue Agency (CRA) business number as the federal government’s common business identifier.
Prior to becoming Senior Director of Service Delivery and Partnerships, Dan held several Director level positions related to online service delivery, innovation and trade within Industry Canada and Foreign Affairs and International Trade.
Dan has a Master of Public Administration degree from Carleton University and a Master of Electronic Commerce degree from Dalhousie University.
In recognition of his commitment and dedication to developing innovative online services for Canadian citizens and business over the course his career, Dan received a Queen Elizabeth II Diamond Jubilee Medal in 2012 and the Institute for Citizen-Centred Service 2013 Ralph Heintzman Leadership Award.
Director General, Identity Policy and Programs Directorate, Integrity Services Branch Service Canada
Anik Dupont is Director General, Identity Policy and Programs, Integrity Services Branch in Service Canada at Employment and Social Development Canada. She is responsible for the Social Insurance Numbers Program and the Vital Events Linkages program and is working with Provinces and Territories on the management and exchange of life event information. She is also responsible for the management and implementation of the Identity Management Policy for individuals and business for the department. These responsibilities have aligned well with her involvement in the development of Canada’s Digital Interchange – a pan-canadian approach to identity management and validation.
Prior to her current position, Anik was working at Indigenous and Northern Affairs Canada where she was responsible for the negotiation and settlement of specific claims across Canada. Prior to that work she lead negotiations of modern treaties and self-government agreements with various Indigenous groups in her role as Senior Negotiator and Chief Federal Negotiator. She began her career with the Government of Canada in program administration and support services.
Anik holds a Masters Degree in Public Administration from L’École Nationale de l’Administration Publique from l’Université du Québec en Outatouais.
Supervisor, Customer Contact Centre, City of Brantford
Carroll Francis has over 25 years municipal experience in various roles and is a graduate of McMaster University in Human Resources. Carroll has led the implementations of 2-1-1 and 3-1-1 services in the Region of Peel in her past role as Service Delivery Advisor. In her current role, Carroll utilizes her passion, skills and experience to help advance citizen-centred service delivery across the organization. With an emphasis on the City’s customer service strategy and a collaborative approach, Carroll works to ensure customer service excellence to all employees and citizens.
Past Board roles include Chair of the 2-1-1 Operators Group advancing 2-1-1 Service Delivery across Ontario and Human Resources Advisor to the Bridge Prison Ministry program, dedicated to successfully reintegrating offenders back into the community.
Carroll is currently the Treasurer of the Municipal Service Delivery Officials Board.
ICCS President & Director, Community Connections, Region of Peel
Karla Hale is the Director of Community Connections and PAMA for the Region of Peel with responsibility for multi-channel service delivery across more than 16 lines of business within Health Services, Human Services, Public Works/Transportation, Corporate Services and Peel Art Gallery, Museum and Archives (PAMA). As a graduate of the University of Waterloo and Queen’s Business Program, Karla has used her experience and innovation to lead teams implementing service enhancements and initiatives. Focus has been driven to improve and design new service delivery models that enhance access and experience with Regional services and programs. Karla’s expertise is in leading staff to successful outcomes for residents across her very diverse portfolio.
Karla also holds a number of Board roles including Municipal Service Delivery Officials (MSDO) and Public Sector Service Delivery Council (PSSDC) and Ontario 211.
Executive Director, Service Delivery, Technology, Innovation & Citizen Services, British Columbia
Ron Hinshaw is a graduate of the University of Victoria and began working for the Province of British Columbia in 1992. Ron has enjoyed a diverse career as a program manager in the Ministry of Forest; a Performance Consultant with the Public Service Employee Relations Commission; and a Director with Forest Renewal BC, a BC Crown Corporation, where he was responsible for the wood products market development programs in the Value Added Section.
Ron is currently the Executive Director, with Service BC responsible for the operation of 62 Service BC Centers in communities across British Columbia and the Service BC Contact Centre ensuring the easy access to services and information to citizens for a wide range of government programs. Ron has been with Service BC since 2003 and has served as the Government Agent in Courtenay and the Regional Director for the Vancouver Island South Coast region.
Areas of professional interest include leadership development, business planning and performance management / measurement.
Director General, Tribunal Services, Immigration Refugee Board
Christian (Chris) Laverdure is the Director General of Tribunal Services at the Immigration Refugee Board of Canada. This entails service delivery for the Immigration and Refugee Divisions as well as the appeals divisions. Services include: the Registry, CIO, Linguistic and Research Services. Chris was previously the Director General of the Services for Business Branch and the Office of Consumer Affairs at Innovation, Science and Economic Development. The main focus of both offices was to offer services that are client-centric.
Chris previously came from the policy arm of the Acquisitions Branch at Public Services and Procurement Canada. Prior to joining the Acquisitions Policy Branch, Chris worked as Chief of Staff to the Deputy Minister and Departmental Assistant to the Minister of that same department.
Before joining the federal public service in 1999, Chris spent seven years in the private sector, as a management consultant (teaching project management, strategic management and speaking skills) and another seven years in the para-public sector as director of finance and administration and director of policy for not-for-profit national organizations.
ICCS Past President & President and Chief Executive Officer, Housing Nova Scotia, Government of Nova Scotia
Nancy MacLellan started her career in the travel industry. She came to government in 1997 as a Director of Service Delivery and Operations for Access Nova Scotia, and accepted two assignments over the coming years: Treasury Board in 2001 for two years and Director of Court Services (Justice) for an 18 month assignment.
Nancy returned to Service Nova Scotia and Municipal Relations in the fall of 2005, and became an Executive Director, leading the areas of strategy, registries, and service delivery. In December 2013, Nancy accepted a position as an Associate Deputy Minister of the Department of Community Services. Nancy was appointed to the Public Service Superannuation Plan Trustee Inc. in 2013 and she also serves as the Vice Chair of the Board, and Chair of the Governance, Communications, and Member Services Committee.
In January 2019, Nancy was appointed as President and Chief Executive Officer, Housing Nova Scotia.
Director, Regulatory Accountability, Manitoba Finance, Government of Manitoba
Paul Pierlot is Director Regulatory Accountability, Manitoba Finance, the Government of Manitoba's newest Special Operating Agency, which provides an integrated suite of services for businesses and entrepreneurs. He is responsible for service innovation and development, regulatory analysis and red tape reduction, partnership development, BizPaL and other online services, and administration of the Business Number in Manitoba.
In addition to his role as a member of the Public Sector Service Delivery Council and Co-Chair of the Service to Business Community of Practice, Paul is a member of the Standards Council of Canada (SCC) Board and Vice Chair of the SCC Provincial-Territorial Advisory Committee. He also represents Manitoba on several other inter-jurisdictional committees, including the FPT Committee on Regulatory Governance and Reform, and the National BizPaL Steering Committee.
Prior to his current position, Paul was Senior Project Manager with the Secretariat to the Community and Economic Development Committee (CEDC) of Cabinet where he was responsible for economic strategy, investment attraction and industry development. Prior to moving to CEDC he was Senior Analyst with the Treasury Board Secretariat of Manitoba. Before coming to Manitoba, Paul held Senior Advisor positions with Justice Canada and the Telecommunications Policy Branch of Industry Canada in Ottawa, Ontario. He began his career with the Government of Canada as an Economist with the ICT Industry Development Branch of Industry Canada.
Paul holds a Masters Degree in Economics from the University of Toronto, an Honours Degree in Economics from Simon Fraser University, and an Associate Marketing Degree from Kwantlen Polytechnic University.
Senior Manager, Executive Council, Human Resource Secretariat, Government of Newfoundland and Labrador
VP Enterprise Services , Service New Brunswick
A native of Labrador City, Newfoundland and Labrador, Judy Ross moved to New Brunswick to attend university. In 1987, Judy graduated from the University of New Brunswick with a Bachelor of Science in Computer Science and started her career as a programmer with the Province of New Brunswick.
She held numerous information technology positions throughout government before joining Service New Brunswick (SNB) in January 2003. Since joining SNB, Judy has accrued several years’ experience in progressive management roles in the area of corporate planning with responsibility for a variety of functions including Strategic Planning, Continuous Improvement, Privacy and Legal support, Customer Relationship Management, Communications, and Policy and Legislative support.
Currently Judy is the Vice President of Enterprise Services, overseeing the delivery of payroll, accounts payable, translation, marketing, Web, print and mail services to the Government of New Brunswick.
In her spare time, Judy enjoys reading, curling, golfing, and spending time with her husband and their two sons.
Director General, Canada Revenue Agency
Silvano Tocchi joined the Canada Revenue Agency’s Digital Services Directorate in the Fall of 2014. He is responsible for managing the CRA’s three online portals as well as improving their design, adding to their capabilities and expanding their reach. Previously he contributed a variety of labour market program and policy challenges at Employment and Social Development Canada. He has also held posts in the House of Commons and at the Treasury Board Secretariat.
Silvano earned a Diplôme d'études supérieures in international relations from the Institut universitaire de hautes études internationales in Geneva as well as BA with Honours in History and a Concentration in Political Science from the University of Ottawa.
Executive Director, IT, City of Windsor and MISA East Member , City of Windsor
Harry Turnbull has 30 years’ experience working within municipal government working his way through the ranks to his current role as the CIO and Executive Director of IT for the City of Windsor. Harry is currently Vice Chair of the Board for the Connecting Windsor Essex Smart community initiative. He has served several roles with the Municipal Information Systems Association of Ontario (MISA) including President. He also represents the municipalities in Eastern Canada on the Public Sector CIO Council and is a former Co-Chair of that group. As a result of all this work the municipality has received several awards including: 2 GTEC Gold Medals and 1 Silver for Innovative Partnerships and projects, OLA partnership award and multiple Excellence in Municipal Systems awards. Harry has earned individual IT leadership awards including the National Peter Bennett and Provincial, Roy Wiseman and Regena Lerke awards for outstanding contributions to the municipal IT sector. Harry earned his Bachelor of Computer Science degree at the University of Windsor.
Director, Employer Services, Government of Saskatchewan
Chad Vickers is the Director of Employer Services in Saskatchewan’s Ministry of the Economy. Chad was born and raised in Regina, and has held a variety of marketing, business development, strategic planning and program management roles in both the private and public sectors since 2000.
Chad holds a Bachelor of Administration Degree (Distinction) from the University of Regina, and was the first person in Canada to earn the Certified Service Manager (CSM) designation from the Institute for Citizen-Centred Service (ICCS).
Chad sits on the Board of Directors for the ICCS as well as Gardiner Park Child Care Incorporated. He also volunteers his time with the Regina Multisport Club and is a mentor in the Government of Saskatchewan’s Corporate Mentorship Program.
Chief Information Officer , Public Safety Canada
Nicholas Wise is the Chief Information Officer of Public Safety Canada. Prior to his current position, Nicholas was Executive Director for the Service and GC2.0 Policy and Community Enablement Division within the Chief Information Officer Branch at TBS. Through policy development, research and analysis he and his team are focused on: enabling an enterprise approach to service, particularly from a digital government perspective, and strong service practices in order to sustain GC excellence in serving individuals and businesses; providing direction to facilitate increased community collaboration through the use of social media tools (e.g. GCconnex and GCPedia); and, elaborating a workforce development and talent management approach to support CIOs and the CIO organization of the future.
He joined CIOB in 2014 from the Priorities and Planning Sector at TBS where he served as Executive Director for Strategic Policy and Planning. He began his career at Employment and Skills Development Canada where his responsibilities ranged from policy development for a workplace skills strategy to international relations managing bilateral cooperation with China on human resource development issues.
He has degrees from McGill and Concordia in Middle Eastern Studies and Public Policy and Administration.
Manager, Certification and Learning
Manager, Business Operations
Director, National Councils
Coordinator, National Councils