Tips for writing a nomination

and support letters

[ ] Be clear, concise, and provide detailed accomplishments of the nominee – stay away from generalities and avoid using templates.

[ ] Give specific details and examples to why your nominee should win – remember that jury members may not know anything about your nominee’s exceptional service.

[ ] Include details on how the candidate has promoted and advanced citizen-centred service across Canada and their own jurisdiction, in improving service delivery to all Canadians.

[ ] Demonstrate the nominee’s outstanding and sustained leadership in service delivery over their career and over a long period of time.

[ ] Clearly articulate how they have led their organization in an approach to public sector service delivery which has transformed their organization culturally or operationally.

[ ] Tell the story of the nominee for the jury to learn about his or her achievements throughout their career and how they meet the criteria.

[ ] For support letters, describe your experience and knowledge of the candidates’ leadership within the Canadian public sector in promoting citizen-centred service.

About the person

A public servant, former or present, from any level of government across Canada, at the senior management/executive level, such as a Senior Manager/Adviser, Director, Executive/Senior Director, Director General, Assistant Deputy Minister, Deputy Minister, Chief Information Officer, Chief Digital/Data Officer, Chief Administrative Officer. The person must be passionate about citizen-centred service delivery excellence in the public sector having the following qualities:

  • champion of citizens' service needs, expectations, and designed and/or developed and delivered services that are citizen-centred and easy to use.
  • unwavering strong support of inter-jurisdictional co-operation and collaboration by providing influential leadership on client centric services within Canada while encouraging others to think creatively supporting innovation and partnerships among programs.
  • broadening the focus of the service delivery community beyond service itself to some of the other, related management functions, especially regarding the linkage between the level of public sector employee satisfaction and engagement and citizens’ satisfaction and trust and confidence in public institutions.
  • forging alliances between the service delivery and other operational communities, for example, with a focus on measuring and improving public sector employee engagement, as a critical condition for measuring and improving citizen satisfaction with service delivery.

About their accomplishments

Refer to individual past award winners to learn more about their individual impact in the pursuit of citizen-centric service delivery excellence in the public sector. Here is a summary and examples of accomplishments of past recipients of the HLA:

  • integrated service improvement strategy with the service delivery and CIO communities working closely together
  • collaborated across departments and jurisdictions and applying a whole of government and whole of public sector approach
  • directly involved in a transformational initiative with a focus on making government services easy to find and offering a consistent user experience
  • made significant and sustainable contributions to citizen-centred principles and practices through their leadership
  • developed relationships with partners from both the public and private sectors as project had many stakeholders
  • advanced concepts of service delivery in a community of practice, i.e., CIO community
  • was a member of a cross jurisdictional team tasked with developing single point of contact for citizen-centred service that could be replicated
  • partnered with all government departments in provinces, territories, and municipalities in support of services to business and citizens and led the implementation of a client centric service delivery renewal strategy to modernize access to information from multi-jurisdictional government departments
  • influenced and led a transformational project, i.e., from paper and web-based codes to digital services
  • led digital and service improvement initiatives resulting in enhanced user centricity, has transformed how people are served and how people work in social assistance, i.e., citizen-centred service embedded in corporate plans
  • translated their vision of integrated multi-channel service into reality by transforming multiple siloed branch delivery networks into an integrated network
  • led the development of annual service management questions and performance indicators for departments resulting in the development of service strategies and commitments, establishment of service standards and progress towards online enablement of services across all governments.