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1Deputy City Manager’s Office – Cluster A311 Project Management OfficeDeputy City Manager’s Office – Cluster A311 Project Management Office
Deputy City Manager’s Office – Cluster ADeputy City Manager’s Office – Cluster A & Service Office& Service Office
eService Strategic PlanChannel Strategy
Workshop
eService Strategic PlanChannel Strategy
Workshop
2Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
Workshop AgendaWorkshop Agenda
Schedule Details
1 1:00 – 1:15 Introduction & workshop goals
2 1:15 – 1:45 Review current channel coverage in divisions & interactive exercise
3 1:45 – 2:00 Overview of channel strategy: context, key concepts
4 2:00 – 2:30 Introduction to case study
5 2:30 – 2:45 Break
6 2:45 – 3:45 Channel Assessment Tool (case study)
7 3:45 – 4:00 Wrap-up: Review of workshop objectives & next steps
3Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
1. Workshop Goals1. 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.
4Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
2. Current Channel Coverage in a Division2. Current Channel Coverage in a Division
Service Delivery Channel
Service Delivered
In-PersonInteraction
Virtual Interaction
using
using
Automat-ed agent
Automat-ed agent
Human agent
Mobile human agent
Stationary human agent
with
with
with
from
from
Fax
Text Message (SMS)
Phone
Instant Messaging/Chat
Website
Mobile Website
Mobile Application
Information Exchange
Material/Energy Exchange
Material Exchange
Information Exchange
offering
offering
offering
offering
Water Grid
Power Grid
Material Exchange
Information Exchange
offering
offering Kiosk
Counter
Information Exchange
offering
Material Exchange
offering
Material Exchange
offering
Information Exchange
offeringMobile Service
Counter
Service Delivery Network
Transportation Network
Mail/Courier Network
Telephony Network
Internet
Infrastructure Network
E.g.: Health
E.g.: EMS
E.g.: Revenue
E.g.: Service Ontario
E.g.: Tourism
E.g.: Toronto Film
IVR
The Logical Service Delivery Model showing the full scope of service delivery channels
5Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
2. Current Channel Coverage in a Division2. Current Channel Coverage in a Division
Service processes requires the most analysis
1. Provide Information about
service
2. Register recipient for the service
3. Accept request tor the service
5. Collect service fee
7. Set service delivery schedule and
notify
10. Close service delivery case
9. Accept and process service
complaints
8. Deliver the service output
4. Provide Information about related services
(service bundling)
Request additional 6. information
A
A A
B
B
Available on all Channels
Migrate to maximum extent to virtual interactions with automated agents
6Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
3. eService Vision & Strategies3. 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
People Centric – outside-in perspective
Accessible & Responsive – available when, where and
how the people need
Channel of choice4E’s – Effective, Efficient, Essential & Economical
eService Vision:Toronto at your Service
Acting as One
Develop a Culture of
ServiceExcellence
Invest in Common Enabling Services
Adopt a Language of
Services
Bundle Services for
People Centricity
Leverage Existing
Initiatives & Approaches
Govern for “Acting as
One”
eService Strategies
7Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
Most City Services provided as stand-
alone
IBMS
SAP
311 eWedding
eService Today
BizPal
IBMS
SAP
Service bundling adopted by
multiple Divisions
311 expanded to additional services
Electronic Forms eWedding
Business Registration
My Service Profile with initial set of
services
eService in 1- 2 Years
Fewer City Services provided only as stand-alone
Initial versions of common enabling
services
311 expanded to encompass most City services with two interaction and service coordination
My Property
My Service Profile
eService in 5 Years
My Visit
My Account
Selected transformational
services
Very few City Services only as
stand-alone
Few City Services only as
informational
Few City Services only as one-way
interaction
Stage 0 Stage 4
Silo Services
–No bundling
–No consistency
Service Information
–Bundling for proactive information on related services
–Service Standards
One-Way Service Transaction
–Information provided once used many times
–Common services available
–Cross Divisional collaboration
Two-Way Service Transaction
–Tracking progress of service requests
–Bundling as basis for consolidated information
Service Coordination
–Multiple services from one service request
–Workflow from service to service
Stage 1 Stage 2 Stage 3 Stage 5
Service Transformation
–Elimination of redundant processes
–Service by service transformation
• 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. eService Maturity Model & Implementation Plan3. eService Maturity Model & Implementation Plan
8Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
3. Channel Strategy 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).
9Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
Section Details
4.1 Language of Service Develop an authoritative inventory of all City services Develop an Enterprise Service Architecture complete to the service
process level
4.2 Costing Information Implement a simple costing methodology to track costs of service
processes using different channels
4.3 Design for Multi-Channel Elaborate and enforce an Enterprise Architecture which specifically
enables multi-channel delivery flexibility
4.4 Channel Inventory & Plans Develop and maintain a complete inventory of all service delivery
channels in use Plan which documents for each channel the current state of usage and
the short and medium term directions for the City for this channel.
4.5 Channel Plans for Services and Service Bundles
City managers (within Divisions, Agencies, Boards and Commissions) and Service Bundle champions should develop and maintain channel plans for individual service processes and for bundles of service processes and services
4.6 Availability of Information about Services
Basic and consistent information about all City services over all channels
4.7 Service Channel Choices Develop service channel plans for all service processes, with a bias
towards virtual interactions with automated agents and adding or substituting other channels only when indicated by the application of the Channel Assessment Tool.
3. Channel Strategy - Recommendations3. Channel Strategy - Recommendations
10Deputy City Manager’s Office – Cluster A311 Project Management OfficeDeputy City Manager’s Office – Cluster A311 Project Management Office
• 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:
Division ConsultationsDivision Consultations
Pet Licensing/Renewals (ePet) ML&S – Animal Services
Parking Ticket Payment Revenue Services
POA Fine Payment Court Services
Complaints Processing ML&S – Investigation Services
Business Licensing/Renewals ML&S – Licensing Services
11Deputy City Manager’s Office – Cluster A311 Project Management OfficeDeputy City Manager’s Office – Cluster A311 Project Management Office
Service Channels – Implemented/ExploredService Channels – Implemented/Explored
• Website
• Online Banking
• Interactive Voice Response (IVR)
• Electronic Kiosk
• Mobile Counters
12Deputy City Manager’s Office – Cluster A311 Project Management OfficeDeputy City Manager’s Office – Cluster A311 Project Management Office
Pressures to Migrate ServicesPressures to Migrate Services
• 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’
Divisions noted the following reasons:
13Deputy City Manager’s Office – Cluster A311 Project Management OfficeDeputy City Manager’s Office – Cluster A311 Project Management Office
Challenges with ImplementationChallenges 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.
14Deputy City Manager’s Office – Cluster A311 Project Management OfficeDeputy City Manager’s Office – Cluster A311 Project Management Office
Case Study: Court Services POA Fine Payment 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)
15Deputy City Manager’s Office – Cluster A311 Project Management OfficeDeputy City Manager’s Office – Cluster A311 Project Management Office
Prior Service IssuesPrior 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.
16Deputy City Manager’s Office – Cluster A311 Project Management OfficeDeputy City Manager’s Office – Cluster A311 Project Management Office
Channel Take-UpChannel Take-Up
PAYMENT TYPE AS PERCENT OF TOTAL PAYMENTS
32%29%
39%
0% 5%
28%
31%
17%
16%
3%0% 0%
54%
37% 29%
29%29%
42%40% 40%
0%
10%
20%
30%
40%
50%
60%
70%
2005 2006 2007 2008 2009
Year
To
tal P
ay
me
nts
in P
erc
en
t
WEB Phone-In Mail-In In Person
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.
17Deputy City Manager’s Office – Cluster A311 Project Management OfficeDeputy City Manager’s Office – Cluster A311 Project Management Office
ImplementationImplementation
• 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.
18Deputy City Manager’s Office – Cluster A311 Project Management OfficeDeputy City Manager’s Office – Cluster A311 Project Management Office
PartnershipsPartnerships
• 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.
19Deputy City Manager’s Office – Cluster A311 Project Management OfficeDeputy City Manager’s Office – Cluster A311 Project Management Office
AchievementsAchievements
1. Service improvements: citizens able to access the service anytime, anywhere and it only takes a couple of minutes to complete the transaction.
2. Reliability: secure web site through the use of encryption and high availability improves customer confidence.
3. Maintainability: In-house developed solution provides flexibility in implementing whatever changes are necessary.
4. 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
5. Cost efficiency: Freed up staff time for other priorities, potentially avoid hiring more staff. Reduced cost per transaction.
20Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
Court Services POA Fine Payment 2005
Service Delivery Channel
Service Delivered
In-PersonInteraction
Virtual Interaction
using
using
Automat-ed agent
Automat-ed agent
Human agent
Mobile human agent
Stationary human agent
with
with
with
from
from
Fax
Text Message (SMS)
Phone
Instant Messaging/Chat
Website
Mobile Website
Mobile Application
Information Exchange
Material/Energy Exchange
Material Exchange
Information Exchange
offering
offering
offering
offering
Water Grid
Power Grid
Material Exchange
Information Exchange
offering
offering Kiosk
Counter
Information Exchange
offering
Material Exchange
offering
Material Exchange
offering
Information Exchange
offeringMobile Service
Counter
Service Delivery Network
Transportation Network
Mail/Courier Network
Telephony Network
Internet
Infrastructure Network
E.g.: Health
E.g.: EMS
E.g.: Revenue
E.g.: Service Ontario
E.g.: Tourism
E.g.: Toronto Film
IVR
Service Delivery Channel
Service Delivered
In-PersonInteraction
Virtual Interaction
using
using
Automat-ed agent
Automat-ed agent
Human agent
Mobile human agent
Stationary human agent
with
with
with
from
from
Fax
Text Message (SMS)
Phone
Instant Messaging/Chat
Website
Mobile Website
Mobile Application
Information Exchange
Material/Energy Exchange
Material Exchange
Information Exchange
offering
offering
offering
offering
Water Grid
Power Grid
Material Exchange
Information Exchange
offering
offering Kiosk
Counter
Information Exchange
offering
Material Exchange
offering
Material Exchange
offering
Information Exchange
offeringMobile Service
Counter
Service Delivery Network
Transportation Network
Mail/Courier Network
Telephony Network
Internet
Infrastructure Network
E.g.: Health
E.g.: EMS
E.g.: Revenue
E.g.: Service Ontario
E.g.: Tourism
E.g.: Toronto Film
IVR
In-Person Interaction
Stationary Human Agent Material
Exchange
Counter
Services Delivered
Transportation Network
Virtual Interaction
Human Agent
Material Exchange
Information Exchange
Phone
Mail/Courier Network
Telephone Network
Logical Service Delivery ModelLogical Service Delivery Model
21Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
Court Services POA Fine Payment 2010
Service Delivery Channel
Service Delivered
In-PersonInteraction
Virtual Interaction
using
using
Automat-ed agent
Automat-ed agent
Human agent
Mobile human agent
Stationary human agent
with
with
with
from
from
Fax
Text Message (SMS)
Phone
Instant Messaging/Chat
Website
Mobile Website
Mobile Application
Information Exchange
Material/Energy Exchange
Material Exchange
Information Exchange
offering
offering
offering
offering
Water Grid
Power Grid
Material Exchange
Information Exchange
offering
offering Kiosk
Counter
Information Exchange
offering
Material Exchange
offering
Material Exchange
offering
Information Exchange
offeringMobile Service
Counter
Service Delivery Network
Transportation Network
Mail/Courier Network
Telephony Network
Internet
Infrastructure Network
E.g.: Health
E.g.: EMS
E.g.: Revenue
E.g.: Service Ontario
E.g.: Tourism
E.g.: Toronto Film
IVR
In-Person Interaction
Stationary Human Agent Material
Exchange
Counter
Services Delivered
Transportation Network
Virtual Interaction
Human Agent
Material Exchange
MailMail/Courier
Network
Telephone Network
Information Exchange
Website
Internet
Automated Agent
IVR
Service Delivery Channel
Service Delivered
In-PersonInteraction
Virtual Interaction
using
using
Automat-ed agent
Automat-ed agent
Human agent
Mobile human agent
Stationary human agent
with
with
with
from
from
Fax
Text Message (SMS)
Phone
Instant Messaging/Chat
Website
Mobile Website
Mobile Application
Information Exchange
Material/Energy Exchange
Material Exchange
Information Exchange
offering
offering
offering
offering
Water Grid
Power Grid
Material Exchange
Information Exchange
offering
offering Kiosk
Counter
Information Exchange
offering
Material Exchange
offering
Material Exchange
offering
Information Exchange
offeringMobile Service
Counter
Service Delivery Network
Transportation Network
Mail/Courier Network
Telephony Network
Internet
Infrastructure Network
E.g.: Health
E.g.: EMS
E.g.: Revenue
E.g.: Service Ontario
E.g.: Tourism
E.g.: Toronto Film
IVR
Service Delivery Channel
Service Delivered
In-PersonInteraction
Virtual Interaction
using
using
Automat-ed agent
Automat-ed agent
Human agent
Mobile human agent
Stationary human agent
with
with
with
from
from
Fax
Text Message (SMS)
Phone
Instant Messaging/Chat
Website
Mobile Website
Mobile Application
Information Exchange
Material/Energy Exchange
Material Exchange
Information Exchange
offering
offering
offering
offering
Water Grid
Power Grid
Material Exchange
Information Exchange
offering
offering Kiosk
Counter
Information Exchange
offering
Material Exchange
offering
Material Exchange
offering
Information Exchange
offeringMobile Service
Counter
Service Delivery Network
Transportation Network
Mail/Courier Network
Telephony Network
Internet
Infrastructure Network
E.g.: Health
E.g.: EMS
E.g.: Revenue
E.g.: Service Ontario
E.g.: Tourism
E.g.: Toronto Film
IVR
In-Person Interaction
Stationary Human Agent Material
Exchange
Counter
Services Delivered
Transportation Network
Virtual Interaction
Human Agent
Material Exchange
MailMail/Courier
Network
Telephone Network
Information Exchange
Website
Internet
Automated Agent
IVR
Logical Service Delivery ModelLogical Service Delivery Model
22Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
6. Channel Assessment Tool (CAT)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
23Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
People Factors (by Target Group)Contains the factors that target groups use for evaluating a channel's capability to deliver a service
Service CharacteristicsContains the factors that are used to consider whether a specific service can use a particular channel
Service Delivery CostsCost of implementing and maintaining the technology required for the channel to be operational
Organizational FactorsContains the factors that the organization needs to consider when implementing a new channel for service delivery
6. Channel Assessment Tool (CAT)6. Channel Assessment Tool (CAT)
24Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
6. CAT - People Factors6. CAT - People Factors
Note: CAT is designed so that high scores are good and low scores are “flags” or “cautions”
Description Low (Score: 1) Medium (Score: 2) High (Score: 4)
People Factors (by Target Group)Contains the factors that target groups use for evaluating a channel's capability to deliver a service
People Expectations
Convenience in TimeImportance of the ability to access the channel at anytime for the target group.
1Available only during business hours
Can be offline for 1+ hours per day, but must be available seven days a week
Should be available 24/7
Convenience in Place Importance of the ability to access the channel from anywhere 1Channel network can only be accessed from specific locations
Channel network has limited availability and may depend on external factors
Channel network can be accessed from anwyhere
Convenience in UseImportance of how easy the channel is to use for the target group (this includes the level of technical skills required to use the channel)
0.5
Wouldn't mind taking a tutorial or having someone walk them through
Wouldn't mind following written instructions
Channel is self-explanatory and requires little to no learning
Channel Popularity Popularity of the channel for the specified target group 1 Below 20% use it 20% - 40% use it 40%+ use it
Channel Accessibility Accessibility level of the channel for the specified target group 1Few means available for accessing the channel
Means for accessing the channel is readily available but is fairly expensive
Means for accessing the channel is readily available to the public fairly cheaply
Consumer Channel Cost Average cost of the channel to the consumer 1Need to acquire hardware and purchase services
Need to pay for services through a third party
Free
Channel Confidence & Accessibility
Privacy PerceptionPerceived level of privacy displayed by the channel, from the perspective of the target group
1Not willing to share any private information
Willing to share some private information
Willing to share almost all private information
Security PerceptionPerceived level of security displayed by the channel, from the perspective of the target group
1Not willing to conduct financial transactions
Will hesistantly conduct financial transactions
Willing to conduct financial transactions without hesitation
Assistance Available Level of assistance required by the target group for the channel being used 1
Assistance available through means that may take up to 5 days to respond
Must have assistance that will responsd within 24 hours
Must have live assistance available at all times
Factor Weight
Scoring Attributes
25Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
6. CAT - People Factors (for case study)6. CAT - People Factors (for case study)
Description
In-Person Counter Mail Web IVR
Electronic Kiosk
People Factors (by Target Group)
Contains the factors that target groups use for evaluating a channel's capability to deliver a service 28 29 24 26 24
People Expectations 16 20 18 20 16
Convenience in TimeImportance of the ability to access the channel at anytime for the target group.
1.0 1 4 4 4 2
Convenience in PlaceImportance of the ability to access the channel from anywhere
1.0 1 4 4 4 2
Convenience in UseImportance of how easy the channel is to use for the target group (this includes the level of technical skills required to use the channel)
0.5 4 4 4 4 4
Channel PopularityPopularity of the channel for the specified target group
1.0 4 2 2 2 2
Channel AccessibilityAccessibility level of the channel for the specified target group
1.0 4 4 4 4 4
Consumer Channel Cost
Average cost of the channel to the consumer 1.0 4 4 2 4 4
Channel Confidence & Accessibility 12 9 6 6 8
Privacy PerceptionPerceived level of privacy displayed by the channel, from the perspective of the target group
1.0 4 4 2 2 2
Security PerceptionPerceived level of security displayed by the channel, from the perspective of the target group
1.0 4 4 2 2 2
Assistance AvailableLevel of assistance required by the target group for the channel being used
1.0 4 1 2 2 4
Factor Weight
Channels
26Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
6. CAT – Service Characteristics and Service Delivery Costs6. CAT – Service Characteristics and Service Delivery Costs
Description Low (Score: 1) Medium (Score: 2) High (Score: 4)
Service CharacteristicsContains the factors that are used to consider whether a specific service can use a particular channel
Service Support CapabilitiesAbility of the channel to support the processes necessary for delivering the service (service profile)
0.5Significant additional processes need to be added
Minor additional processes need to be added
Business processes do not need to be modified
Chanel Integration CapabilitiesAbility to integrate with other channels already in operation. This should align with the integration costs below.
0.5$.5M+ investment needed
$.25M - $.5M investment needed
$0 - $.25M investment needed
Service Delivery CostsCost of implementing and maintaining the technology required for the channel to be operational
Implementation Costs The associated cost to implement the channel 1 Greater than $500KBetween $100K and $500K
Less than $100K
Integration CostsThe associated cost to integrate the channel with other channels already in operation
1 Greater than $500KBetween $100K and $500K
Less than $100K
Maintenance Costs Ongoing maintenance costs to ensure that the channel remains operational 1 Greater than $100KBetween $50K and $100K
Less than $50K
Anticipated Customer Take-up Rate Anticipated take-up rate by the public in 12 months 1 Below 10% Between 10% and 20% Greater than 20%
Anticipated Avg. Per Customer Cost Expected average cost per transaction 1 Greater than $3 Between $1 and $3 Less than $1
Factor Weight
Scoring Attributes
27Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
6. CAT – Service Characteristics and Service Delivery Costs (for case study)6. CAT – Service Characteristics and Service Delivery Costs (for case study)
Description
In-Person Counter Mail Web IVR
Electronic Kiosk
Service Characteristics Contains the factors that are used to consider whether a specific service can use a particular channel 4 4 4 4 3
Service Support Capabilities
Ability of the channel to support the processes necessary for delivering the service (service profile)
0.5 4 4 4 4 4
Channel Integration Capabilities
Ability to integrate with other channels already in operation. This should align with the integration costs below.
0.5 4 4 4 4 2
Service Delivery Costs
Cost of implementing and maintaining the technology required for the channel to be operational 15 16 20 18 10
Implementation Costs The associated cost to implement the channel 1.0 4 4 4 4 2
Integration CostsThe associated cost to integrate the channel with other channels already in operation
1.0 4 4 4 4 2
Maintenance CostsOngoing maintenance costs to ensure that the channel remains operational
1.0 4 4 4 4 2
Anticipated Customer Take-up Rate
Anticipated take-up rate by the public in 12 months
1.0 2 2 4 2 2
Anticipated Avg. Per Customer Cost
Expected average cost per transaction 1.0 1 2 4 4 2
Factor Weight
Channels
2
28Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
6. CAT – Organizational Factors6. CAT – Organizational Factors
Description Low (Score: 1) Medium (Score: 2) High (Score: 4)
Organizational FactorsContains the factors that the organization needs to consider when implementing a new channel for service delivery
Resource Levels Ability of the Organization to support the channel with the current level of resources (i.e.: there is no need for additional resources)
1 30%+ additional staff required
10% - 30% additional staff required
0% - 10% additional staff required
Employee SkillsAbility of the organization to support the channel with the current level of employee skills (i.e.: there is no need for additional training)
130%+ of staff requires training
10% - 30% of staff requires training
0% - 10% of staff requires training
CultureAbility of the organization to support the channel with the current corporate culture (i.e.: there is no need to change the values ,beliefs, or behaviours)
1Significant cultural changes are required
Minor cultural changes are required
No cultural changes are required
Technology InfrastructureAbility of the organization to support the channel with the current technology infrastructure in place (i.e.: there is no need to add additional technology infrastructure capabilities). This should align with the infrastructure costs below.
1$5M+ investment needed
$.25M - $5M investment needed
$0 - $.25M investment needed
Factor Weight
Scoring Attributes
29Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
Description
In-Person Counter Mail Web IVR
Electronic Kiosk
Organizational Factors
Contains the factors that the organization needs to consider when implementing a new channel for service delivery 14 14 16 16 12
Resource LevelsAbility of the Organization to support the channel with the current level of resources (i.e.: there is no need for additional resources)
1.0 2 2 4 4 2
Employee Skills
Ability of the organization to support the channel with the current level of employee skills (i.e.: there is no need for additional training)
1.0 4 4 4 4 4
Culture
Ability of the organization to support the channel with the current corporate culture (i.e.: there is no need to change the values ,beliefs, or behaviors)
1.0 4 4 4 4 4
Technology Infrastructure
Ability of the organization to support the channel with the current technology infrastructure in place (i.e.: there is no need to add additional technology infrastructure capabilities). This should align with the infrastructure costs below.
1.0 4 4 4 4 2
Factor Weight
Channels
6. CAT – Organizational Factors (for case study)6. CAT – Organizational Factors (for case study)
30Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
Case Study Summary ScoresCase Study Summary Scores
DescriptionIn-Person Counter Mail Web IVR
Electronic Kiosk
People Factors (by Target Group)
Contains the factors that target groups use for evaluating a channel's capability to deliver a service
28 29 24 26 24
Service Characteristics
Contains the factors that are used to consider whether a specific service can use a particular channel
4 4 4 4 3
Service Delivery Costs
Cost of implementing and maintaining the technology required for the channel to be operational
15 16 20 18 10
Organizational Factors
Contains the factors that the organization needs to consider when implementing a new channel for service delivery
14 14 16 16 12
TOTAL 61 63 64 64 49
Factor Weight
Channels
31Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
6. Channel Assessment Tool - Review6. 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?
• •
32Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office
Workshop Goals Comments - Suggestions
To support division management staff in making the business case for enhancing the value of services to the public by implementing new or additional service channels.
To provide hands-on experience in an interactive workshop setting for Divisions to try out the Channel Assessment tool with actual services and service processes.
7. Workshop Summary – Goals & Next Steps7. Workshop Summary – Goals & Next Steps
Kamal SanghaKamal SanghaService OfficeService Office
416-392-3696416-392-3696
[email protected]@toronto.ca