1 Developing Your Internal Processes to Ensure Consistency Across Service Channels Integrating Government Service Channels Conference February 11, 2003

2 Kate Johnston -Halton Region Overview of Presentation Overview of customer service strategy Implementation details Building corporate support Lessons learned

3February 11, 2003Kate Johnston -Halton Region Halton Region

4February 11, 2003Kate Johnston -Halton Region Halton Region 1300 employees Wide range of services 70,000 telephone inquiries per month Receives inquiries on all government services

5February 11, 2003Kate Johnston -Halton Region Goals Simplify access Multiple channels Provide consistent service Monitor service levels Respond to opportunities Deliver service cost efficiently Glean valuable information

6February 11, 2003Kate Johnston -Halton Region A Simple Explanation Movement to higher level of performance Centralizing the customer service function Involves all service channels

7February 11, 2003Kate Johnston -Halton Region Implementation Plan Step 1 – Organizational Readiness; Jan-June 2001 Step 2 – Documentation; July 2001-Oct 2003 Step 3 – Centralization; Sept 2001-Dec 2003

8February 11, 2003Kate Johnston -Halton Region Incremental Approach Build momentum Manage information & training needs Learn from past experiences Demonstrate success

9February 11, 2003Kate Johnston -Halton Region Before and After Comparison Where We Are Now –We approach customer service as separate departments –Departments have different ways and standards of delivering service, so our customers don’t get consistent service –We don’t have a Customer Service proposition so that our staff understand what we are trying to accomplish –Employees are committed to providing excellent customer service, but they don’t have the proper tools and processes to support them –It is not always efficient and easy for our customers to get the service they want Where We Are Now –We approach customer service as separate departments –Departments have different ways and standards of delivering service, so our customers don’t get consistent service –We don’t have a Customer Service proposition so that our staff understand what we are trying to accomplish –Employees are committed to providing excellent customer service, but they don’t have the proper tools and processes to support them –It is not always efficient and easy for our customers to get the service they want Where We Want To Be –We want an integrated, well-coordinated approach to serving our customers –Everyone approaches customer service with the same standards so the customer has a consistent experience –We have a Customer Service proposition that everyone knows and understands –We have the technology, structure and processes in place so that our staff are equipped to deliver our excellent standards of Customer Service –Customers receive quality, well- coordinated service that meets their needs and is easy to get Where We Want To Be –We want an integrated, well-coordinated approach to serving our customers –Everyone approaches customer service with the same standards so the customer has a consistent experience –We have a Customer Service proposition that everyone knows and understands –We have the technology, structure and processes in place so that our staff are equipped to deliver our excellent standards of Customer Service –Customers receive quality, well- coordinated service that meets their needs and is easy to get

10February 11, 2003Kate Johnston -Halton Region Step 2: Implementation Details Program area assessment Develop recommendations Prioritize action items Job shadow front line staff Develop FAQs

11February 11, 2003Kate Johnston -Halton Region Step 2: Implementation Details cont’d Develop decision trees Determine scope for Access Halton Develop SLA

12February 11, 2003Kate Johnston -Halton Region Step 3: Implementation Details Training of Access Halton staff Centralize Follow-up meetings

13February 11, 2003Kate Johnston -Halton Region

14February 11, 2003Kate Johnston -Halton Region Current Experience Commenced implementing technology Focused on documenting contact procedures Focused on centralizing voice and walk-in channels Incremental approach to the other channels

15February 11, 2003Kate Johnston -Halton Region Channel General s already centralized Determine additional documentation needs Implement response management system Centralize program area addresses

16February 11, 2003Kate Johnston -Halton Region Fax/Mail Channels Correspondence tracking system partially implemented Limited success Need to blend with customer service strategy Impact on staff workload Implement in 2004

17February 11, 2003Kate Johnston -Halton Region Web Channel ESD is output of customer service strategy Process started More work over next months

18February 11, 2003Kate Johnston -Halton Region As a Result… All inquiries, regardless of channel, will be managed with a standardized process in a centralized fashion

19February 11, 2003Kate Johnston -Halton Region Training & Measurement Accomplishments Developed curriculum of 17 subjects Delivered training to 50% of staff Developed performance metrics Developed internal SLAs Established customer service standards

20February 11, 2003Kate Johnston -Halton Region Technology Accomplishments Defined business and system requirements Selected Siebel Implemented Siebel in Access Halton and Waste Management

21February 11, 2003Kate Johnston -Halton Region Centralization Accomplishments 75% of organization completed Broad range of services (i.e. Waste Management, Services for Seniors, Bus. Dev.) 8 remaining program areas to be completed in 2003

22February 11, 2003Kate Johnston -Halton Region Driving Factors Demonstrate good value for tax dollars Citizens’ expectations Federal & provincial government improvements Municipal trend Customer information valuable for management

23February 11, 2003Kate Johnston -Halton Region Building Corporate Support Implemented telephone linkage, Spring 2000 Team of core champions, June 2000 Hired external consultant, June 2000 Study recommendations approved by Management Committee, Oct 2000

24February 11, 2003Kate Johnston -Halton Region Building Corporate Support cont’d Developed implementation plan, November 2000 Created project team, November 2000 Initiated internal communications plan, January 2001

25February 11, 2003Kate Johnston -Halton Region Communication Tactics Leading the Change Tool Kits CAO ‘Meet and Greets’ Staff presentations “Spotlight on Service” newsletters CAO Newsflashes

26February 11, 2003Kate Johnston -Halton Region Communication Tactics cont’d Open Houses Intranet Staff feedback options

27February 11, 2003Kate Johnston -Halton Region Lessons Learned Small changes can have a big impact Implement incrementally Timing of technology implementation is problematic Dedicated senior project leadership

28February 11, 2003Kate Johnston -Halton Region Lessons Learned cont’d External expertise helped build the case Measure results Senior management champions Communicate, communicate, communicate