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eService Strategic Plan Channel Strategy Workshop. Deputy City Manager’s Office – Cluster A & Service Office. Workshop Agenda. 1. Workshop Goals.
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eService Strategic PlanChannel Strategy Workshop Deputy City Manager’s Office – Cluster A & Service Office Deputy City Manager’s Office – Cluster A 311 Project Management Office
1. Workshop Goals • To help division management staff make the business case to enhance the value of services to the public by implementing new or additional service channels. • To provide hands-on experience with the Channel Assessment tool for actual services and service processes.
2. Current Channel Coverage in a Division The Logical Service Delivery Model showing the full scope of service delivery channels
2. Current Channel Coverage in a Division Service processes requires the most analysis
3. eService Vision & Strategies • Achieves Vision of “Toronto at your Service” • Five key elements embodied in the Vision • Six Strategies reflect leading practices • Tackles spectrum of required changes in large organizations • Both aspirational and pragmatic
3. eService Maturity Model & Implementation Plan • Leverage and Extend 311 • Focus on Three Service Bundles • Business (Can Do, G2B, BizPal 2) • Resident • Visitor • Establish Common Enabling Services • Portal, • Customer relationship management, • Identity management • Payment • Focus on Service Standard Development • Provide Sustainable Program of Change
3. Channel Strategy Which services should be available to which target groups (of citizens and businesses) using which combination of service delivery channels? • Channel Assessment Tool assesses: • People Factors – Expectations and Preferences; • Service Characteristics; • Service Delivery Costs; and • Organizational Factors. • Series of recommendations: • Underpinned by need to develop service channel plans for all service processes, with bias towards virtual interactions with automated agents and • Consistent approach across the City supported by Enterprise Architectures (including technical and service/business architectures).
Division Consultations • We conducted consultations with a division from each cluster: Court Services (A), Municipal Licensing and Standards (B), Revenue Services (C). • new/migrated channels are in place in the following service areas:
Service Channels – Implemented/Explored • Website • Online Banking • Interactive Voice Response (IVR) • Electronic Kiosk • Mobile Counters
Cost per transaction Revenue generation Compliance issues Staff productivity Manual intensity of existing channels Volume of transactions User convenience Increase client pool Availability of technology/I&T support Political pressure Legislation Public safety concerns Precedence in other jurisdictions / ‘keeping up the Joneses’ Pressures to Migrate Services Divisions noted the following reasons:
Challenges with Implementation • Threshold of Adoption: Take-up of online payments flat-lines. • Resistance to Change: Some target groups continue to use traditional, time-intensive service channels. Often staff retraining and/or a ‘culture shift’ is necessary. • Service Bottlenecks: Staffing and business case approvals have been delayed by backlogs. • Privacy/Security Concerns: issues with authentication; building a system that is easy to use but also secure • Transferability: In some cases, common components were not developed/utilized to be used across platforms.
Case Study: Court Services POA Fine Payment • Initiative: To migrate a share of Provincial Offences Act (POA) fine payment services to more convenient, reliable and cost-effective channels. • Target Group: People charged under the POA for offences occurring in Toronto, and required to pay a fine under $500. (*Uncontested parking tickets are handled by Revenue Services.) • Timeline: Web-based payment (introduced July 2006, <1 year for implementation); IVR (planned for 2011/12, ongoing implementation)
Prior Service Issues • After downloading, fine payment via Service Ontario electronic kiosks was eliminated. • In 2005, three methods available for POA fine payments: mail, over-the-phone (with an agent), in-person. • Two of three methods involve travel, wait-in-line time and/or office hour constraints. • All methods involve interaction with a human agent, either front- or back-end.
Channel Take-Up Web-based payment has drawn almost entirely from prior traffic to phone-in and mail-in channels. Counter traffic (as a share of the total) has remained steady since implementation.
Implementation • Opted for an in-house built system for web payments, for the following reasons: • Components can be reused to support the IVR system • allows in-house customer service representatives to take payments • Leveraged technology previously developed for Revenue Services web payment engine. • Capital funding allocated from Court Services existing operating budget. • Integrated with provincial offence record database.
Partnerships • The project involved the following Divisions/partners: • Corporate Access and Privacy - to ensure compliance to MFIPPA; • Internal Audit - to oversee the design of reconciliation process; • Legal - to develop Terms of Use statement and approve the legal agreement; • Information & Technology - to provide project management, programming, stress testing and infrastructure support; • Corporate Communications - to design web pages and media releases; • Court Services - to provide business expertise; • MTS AllStream - to perform external security audit.
Achievements • Service improvements: citizens able to access the service anytime, anywhere and it only takes a couple of minutes to complete the transaction. • Reliability: secure web site through the use of encryption and high availability improves customer confidence. • Maintainability: In-house developed solution provides flexibility in implementing whatever changes are necessary. • High quality: Developed by well-trained professionals and verified by an external partner to ensure the safest environment possible for the customer to conduct their business • Cost efficiency:Freed up staff time for other priorities, potentially avoid hiring more staff. Reduced cost per transaction.
Logical Service Delivery Model Court Services POA Fine Payment2005
Logical Service Delivery Model Court Services POA Fine Payment2010
6. Channel Assessment Tool (CAT) • Example for Court Services POA fine payment (e.g., traffic fines) • Target group is persons charged under the POA for offences occurring in Toronto, and required to pay a fine under $500. • Examine the restoration of electronic kiosks (previously in place under Service Ontario) given the 4 existing (in-person, mail, web or planned IVR) service channels. • CAT helps you consider all the relevant factors as you consider changing the channel profile • Identifies issues you will need to investigate further • Prepares you for the planning, business cases and project submissions
6. CAT - People Factors Note: CAT is designed so that high scores are good and low scores are “flags” or “cautions”
6. CAT – Service Characteristics and Service Delivery Costs (for case study) 2
6. Channel Assessment Tool - Review • What else did we see in the case study when using the Channel Assessment Tool? • What changes should we make to the CAT as a tool to make it more useful?
Kamal Sangha Service Office 416-392-3696 ksangha@toronto.ca
