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Staff Report
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Report To: General Government Committee
Date of Meeting: September 27, 2021 Report Number: CAO-009-21
Submitted By: Andrew C. Allison, CAO Resolution#: GG475-21, C-317-21
Report Subject: Centralized Customer Service Review
Recommendations:
1. That Report CAO-009-21 be received;
2. That Council endorse in principle the recommendations contained in the Centralized
Customer Service Review prepared by CSPN dated September 21, 2021
(Attachment 1);
3. That staff be directed to review the recommendations contained in the CSPN Report
and prepare an implementation plan to create a centralized customer service model;
4. That any net -new costs associated with the implementation plan shall require prior
approval from Council; and
5. That staff be directed to respond in support of the letter from the Region of Durham
dated August 11, 2021 (Attachment 2) to allow 311 calls made within Municipal
boundaries to be routed to the Region, in an effort to address gaps in geographic
exchange boundaries.
Municipality of Clarington
Report CAO-009-21
Report Overview
Page 2
Earlier this year, the Province of Ontario announced a second intake of the Audit and
Accountability Fund (AAF). Clarington applied for and received funding to hire a third -party
consultant to undertake a review of the external customer facing services that we deliver. An
RFP was issued for the work, and Customer Services Professionals Network (CSPN) was
awarded the contract.
This report seeks Council's endorsement of CSPN's recommendation that several of our
current customer service touchpoints be centralized into a contact-centre/service-desk
model. This would see services from several departments collapsed into one point of entry
for the customer. The outcome would be a more effective and efficient customer journey and
drive cost savings for the Municipality.
1. Background
1.1 In the first intake of the Province of Ontario's Audit and Accountability Fund, the
Municipality applied for and were successful in obtaining funds to undertake an
organizational structure review. As part of that review, Grant Thornton LLP, the
consultant, recommended that a centralized customer service function be created (see
Recommendation #10).
1.2 In Report CAO-006-20, staff identified a path towards centralization and the need to
review all the services that we currently provide our customers. This would have been a
massive undertaking for existing staff, making the second round of the AAF a great
opportunity to bring in a third -party customer service expert to undertake this work.
Earlier this year, the Municipality applied for and received funding through the AAF.
Staff drafted an RFP for the project, pulling from several other municipalities who have
recently undergone customer service transformation initiatives. Customer Service
Professional Network (CSPN) was the successful bidder.
1.3 The Municipality's funding agreement with the Province requires that a final report be
submitted to the Province by October 15, 2021.
1.4 A key part of CSPN's engagement was undertaking a series of focus groups to ensure
that there was an understanding of the key challenges and opportunities that Clarington
customers face. The focus groups were: Community Groups and Associations,
Commercial and Residential Developers, Business and Tourism, and Accessibility and
Diversity. Staff also supported the public information gathering process by posting a
customer survey that garnered 151 participant responses.
1.5 Several customer journey map exercises were undertaken, which provided an in-depth
look at seven of our processes. This close lens on how we deliver these services shed
Municipality of Clarington
Report CAO-009-21
Page 3
light on things we are doing well and areas where we can look to remove customer
pain -points and find efficiencies.
1.6 The Region of Durham is also in the process of working towards a centralized customer
service model. Staff and consultants representing the Region have met with Municipal
staff to discuss the possibility for integration. More information is required to better
understand what the Regional model will look like and their implementation timeline.
CSPN did include this possibility as part of its report and interviewed Regional staff
responsible for the file. As an early step towards making customer service more efficient
within both Durham Region and Clarington, a letter (see Attachment 2) was received
from the Regional CAO requesting that Clarington Council support adjusted call routing
boundaries and have all local 311 dialing sent to them first.
2. Recommendations
2.1 CSPN has essentially recommended that the Municipality centralize most of our
customer services into one seamless corporate -wide centre called "Service Clarington."
It was recommended that we create a single entry -point for all inquiries, including one
phone number for calls, one consistent email address, an online customer self -serve
portal and one centralized desk for in -person inquiries.
2.2 CSPN has recommended a three -stage implementation over five years. The stages
contain a series of recommendations with potential financial investment, efficiencies
and, more importantly, savings attached to each. The cost savings are associated
mainly with process improvements, allowing staff to focus on more specialized work.
CSPN's report also outlines which services will be fully or partially centralized and lists
the services that need to stay decentralized, mainly because of their complexity or
special qualification that staff need to complete the service.
2.3 The first stage of the recommended transition to a new Service Clarington model
focuses on preparing for centralization with a timeframe of up to two years. It includes
getting the Corporation ready by establishing a service strategy and implementing a set
of consistent performance measures based on industry standards to assess our
customer service. The first stage also focuses on greater inter -departmental
collaboration, document, and knowledge sharing, as well as building service summaries
to assist as we move toward the Service Clarington model. There is also a focus on
technology and leveraging systems we already have in place. Specifically, using
SharePoint to create a knowledge base of shared data to provide staff access to a
streamlined source of information. As we prepare to centralize, the report also
recommends that, in the interim, we utilize the Inquiry Portal - a GIS-based software
created for Planning and Development Services to track customer inquiries. This system
would help us consolidate our services as a first step toward centralization.
Municipality of Clarington Page 4
Report CAO-009-21
2.4 Stage two focuses on completing the activities outlined in stage one, as well as training
and finalizing staff support for Service Clarington and confirming the list of services that
will be included in the centralized framework. The consultant is recommending that
Service Clarington reside in our Community Services Department, reporting to the
Manager of Client Services and joining the dedicated Customer Service staff we already
have in place. Service Clarington would be comprised of seven clerks — five full-time
and two to three part-time. If we proceed with this model, we will not be hiring new staff
for the full-time positions; instead, we will pivot staff in existing customer service clerk
positions to form the new team. It's important to note that any future staff movement will
be coordinated with the staff and departments affected to ensure a smooth transition
that doesn't disrupt internal workflows.
2.5 The third stage focuses on adding more services to the centralized model and updating
technology to further support Service Clarington as it grows. The third stage also
considers a potential partnership with myDurham311 — a Region of Durham initiative to
create a multi -channel service experience with the opportunity for area municipalities to
join. The aim is to create a seamless service experience between Durham Region and
other area municipalities. The Region plans to launch myDurham311 in 2023. The
report recommends that we assess our level of centralization at the five-year mark and
determine the best working relationship with a regional call centre.
Next Steps
2.6 There is a considerable amount of information and detail contained within the CSPN
Report that needs to be digested and further reviewed. Several Municipal staff have had
a chance to do a preliminary analysis of the recommendations, but future consultation
with affected Departments will be required to fully understand feasibility and potential
costing. This work will begin immediately to stick with the proposed timeline for
implementation, as outlined in the CSPN Report.
3. Concurrence
This report has been reviewed by the Director of Community Services and the Director
of Financial Services who concur with the recommendations.
4. Conclusion
4.1 The final recommendations of CSPN call for a multi -year phasing in of a centralized
customer service model, the basic premise of which is to consolidate similar existing
business operations into one integrated group or function. The intended benefit of the
consolidation is to (a) maximize resources; (b) improve the efficiency of existing
operations through more streamlined internal processes; and (c) increase the service
level provided to customers.
Municipality of Clarington Page 5
Report CAO-009-21
4.2 It is respectfully recommended that Council receive the CSPN Report and direct staff to
begin implementation planning.
Staff Contact: Justin MacLean, Advisor, Corporate Policy and Strategic Initiatives,
imaclean(a�clarington.net
Attachments:
Attachment 1 — Centralized Customer Service Review Report
Attachment 2 — Letter from Region of Durham CAO dated August 11, 2021 (Request for
Resolution related to 311 calls using the Municipality of Clarington Telephone
Exchange)
Interested Parties:
There are no interested parties to be notified of Council's decision.
Attachment 1 to Report CAO-009-21
September 21, 2021
Municipality of Clarington
Centralized Customer Service Review
Full Report
Prepared by:
cspn
Shawn Ashley, Director CX Advisory I shawn@mycspn.com
Jenelle McCulloch, CX Consultant I jenelle@mycspn.com
C5P]7
Table of Contents
Overview
3
Executive Summary
5
Centralized Customer Service Best -Practices
20
Strategic Service Themes
20
Clarington Jobs -to -be -Done Methodology
21
Centralized Customer Service Guiding Principles
22
Clarington External Service Landscape
23
Comparable Municipality Findings
23
Customer Experience Findings
26
Clarington Internal Service Landscape
30
Company -Wide Service Elements Impacting Centralization
30
Service Partnerships
30
Customer -Facing Service Delivery Roles
32
Service Delivery Performance Measurements
33
Departmental Service Inventory & Process Journey
40
Service Inventory
40
Service Journey Maps
40
Centralized Service Opportunties & Recommendations
46
Clarington's Centralization Framework
46
Improvement Opportunities & Recommendations
47
Impementation Planning
77
Overview
78
Centralization High -Level Workplan
81
Centralized Service Onboarding Workplan
83
Appendix
84
Appendix I: Research Methodology
84
Appendix II: Community Survey Results
87
Appendix III: Comprehensive Centralized Services List
90
Appendix IV: Recommendations Cost & Savings Details
98
CSPn 2
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Overview
Project Context
The Municipality has undergone a Centralized Customer Service Review. The objective
is to equip the Council and Senior Administration with a clear roadmap to implement a
centralized service model and identify structural / operational improvements.
Specifically, the key focus of this review was to determine if the Municipality has
opportunities through a centralized service model to:
• Improve services and outcomes — customer -focused services and delivery
• Improve service delivery mechanisms through greater operational integration
• Reduce costs for service delivery
• Improve process efficiency, and productivity
• Meet new or increased demands from customers
Purpose of This Document
This report has been prepared for the management of the Municipality of Clarington.
The development of the report includes a review of existing information from the
Municipality as well as inputs from:
• Leadership / Management of In -Scope Services
• Public Survey (completed Summer 2021)
• Public and advisory Committee Focus -Groups
• Councillor Interviews
• CAO and Senior Leadership Team working sessions
The basic premise of a centralized service delivery model is to consolidate any existing
business operations identical or similar that are conducted across multiple groups or
departments into one integrated group or function. The intended benefit of this
consolidation is to:
1. Maximize resources
2. Improve the efficiency of existing operations through streamlined processes
3. Increase the service level provided to customers
This report provides a summary of the services delivered by the Municipality and
associated recommendations. The report includes the following information:
• An overview of findings from the current state to provide context to the
recommendations
• The proposed recommendations, including more detailed information
• Implementation considerations to support the successful adoption of the
recommendations
• An overview of financial implications associated with each recommendation
• A summary of the benefits of the recommendations
csPn 3
Core Assumptions
The following assumptions have helped shape the research and analysis in this report:
• 2020 operating budget data provided by Finance and CAO office has been used
to calculate benefits, including cost savings, efficiencies, and cost avoidance.
• Operational data provided by the respective departmental teams has been used
to calculate benefits, including cost savings, efficiencies, and cost avoidance.
• Calculations for benefit estimates, efficiencies and cost avoidance analysis have
been performed using input assumptions (found in Appendix IV) and data
provided by the Municipality of Clarington Finance and the departmental teams.
• Inputs to the analysis are the sole responsibility of the management team. Inputs
were pressure tested by the consultants.
• The analysis herein is in summary form. Selecting portions of this analysis
without considering all of the factors in the larger context may create a
misleading view of the output and results.
• Calculations have been based on specific assumptions noted in the Opportunity
and Recommendation Details section in this report. Not every potential influence
or factor has been considered, including, but not limited, to negotiated changes
with contractors and unions, inflation, the impact of overhead costs, renovations
costs for structural changes and changes in contractor rates resulting from
changes in requirements.
• It is also important to note that data provided by Clarington for many
assessments was high-level or not accessible.
Acknowledgement
We would like to take the opportunity to acknowledge the assistance and cooperation
provided by staff of the Municipality of Clarington and community stakeholders that
participated in the development of the centralized service delivery review. We
appreciate that reviews such as this require a substantial contribution of time and effort
on the part of Municipal employees, and we would be remiss if we did not express our
appreciation for the cooperation afforded to us.
As the scope of our review is intended to focus on how Clarington can centralize and
areas for potential efficiency improvements and/or cost reductions, we have not
provided commentary on the numerous positive aspects of the Municipality's operations
identified during the course of our review.
CSPn 4
Executive Summary
The objective of this report is to outline opportunities and recommendations on how the
Municipality of Clarington can create a centralized service delivery model in order to 1)
Increase efficiency and effectiveness of service delivery 2) Reduce costs through
alternative service delivery approaches and 3) Standardize and track service levels
across the organization.
Introduction to the Clarington Centralization Framework
The centralized service delivery review uncovered 20 forward -looking recommendations
that would enable Clarington to achieve the stated objectives. To support a scaled
implementation of centralized service delivery, a "Centralization Framework" has
been designed. The Framework includes a three -staged approach, spanning 5+ years
to build and scale a centralized service model. An overview of the staged approach is
detailed below:
STRATEGY &
PARTNERSHIP: Customer -Centric Culture
W_
A
■I
■
1+'
Service
Performance
Operating Model &
Strategy
Measures
Governance Structure
?` PEOPLE: Right Roles & Right Knowledge
.n�
Support & Training
Materials / Tools
d�
Team Members Roles
& Responsibilities
PROCESS: Streamlined Operations & Activities
X
Formal Operations &
Agreements
O
�Y
Centralized Service
Services Activith
TECHNOLOGY: Digital Systems & Support Tools
SharePoint
AMANDA
Inquiry Mitel
Knowledgebase
Alignment
Portal MiContact
r
Service Data -
Tracking
1W
myDurham Service
Partnership
■}r
■
Multi -Facility
Service Structure
r•
Additional Centralized
Operations & Service
Activities
Stage 1.0 PREPARATION (0-2 Years)
• Setup organization & employees with the capability, knowledge and tools for
success when centralizing structure / services.
Stage 2.0 FUNDAMENTAL SERVICE (2-5 Years)
Finalize details of preparation activities, train / onboard employees & rollout
centralized service structure team & functions.
Stage 3.0 EXPANSION k„ . . —
• Scale centralization to increase the activities & complexity of services performed
& update to greater technology automation / functionality for customers.
Within each of the Stages, opportunities and recommendations have been classified
under four themes 1) Strategy & Partnership — Customer -Centric Culture 2) People —
Right Roles & Right Knowledge 3) Process — Streamlined Operations & Activities 4)
Technology — Digital Systems & Support Tools. For each of the associated
opportunities and recommendations, cost to implement and expected cost / efficiency
savings have been identified.
Below is a summary of opportunities by Stage:
Based on the identified opportunities and recommendations (mentioned above) to
support a centralized service delivery model, 10 out of 20 (50) will drive savings for
Clarington. Based on the ranges, Clarington can forecast to invest between $210,000-
$620,000 to drive between $500,000 and $1,300,000 in savings. Further detail on how
figures were calculated found in Appendix IV. In addition to the cost savings
associated with the recommendations, 60%-65% of the services reviewed will be
impacted by a centralized service model that drives cost savings.
Associated costs to implement and efficiency savings for each opportunity are captured
below. Details on cost structure (e.g., internal vs. external) and guiding assumptions can
be found in Appendix IV and within the Opportunities & Recommendations section.
"INT" cost to implement refers to the internal resources (sunk costs) that are required
but will not be additional to existing operating budgets.
"TBD" cost to implement and efficiency / savings refers to resources that are unknown
and dependent on decisions made from recommendations in this report.
CSPn 6
Stage 1.0 PREPARATION (0 — 2 Years)
RECOMMENDATION
COST TO
IMPLEMENT
COST /
EFFICIENCY
SAVING
S1
Create an Organizational "Service
INT
N/A
Excellence" Strategy
S2
Define Organizational Service Level
$0410,000
N/A
Standards & Metrics
S3
Implement Durham311 Telephone
N/A
$0-$10,000
Exchange Agreement
R1
Develop Service Summaries for all
INT
$10,000-$50K
Departments
R2
Create Support Materials, Guides, & Tools
INT
$10,000-$50K
P1
Create Process Maps for Service -Related
$10,000-$50K
N/A
Operations
P2
Develop Formal Service Agreements for
INT
N/A
Impacted Departments
T1
Align AMANDA Planning & Design to
$10,000-$50K
N/A
Centralized Service
T2
Build SharePoint Site for Service Team
$0410,000
$10,000-$50K
T3
Leverage "Planning" Customer Inquiry
INT
$50,000-$100K
Portal as Interim CRM System
T4
Deploy Data Tracking & Management for
$10,000-$50K
N/A
Centralized Service
Estimated Stage Totals
$30K-$170K
$80K-$260K
csPn 7
Stage 2.0 FUNDAMENTAL SERVICE (2-5 Years)
RECOMMENDATION
S4 Operating Model of Centralized Service
Team
S5 Governance Structure of Centralized
Service Team
R3 Service Team Roles & Responsibilities
R4 Skills & Knowledge of Cross -Trained
Service Team Members
P3 Fundamental Services Performed
through Centralization
T5 Modified Service Entry / Communication
Channels for Centralized Service
Estimated Stage Totals
Stage 3.0 EXPANSION (5+ Years)
RECOMMENDATION
S6 Perform Feasibility Assessment for
myDurham Partnership Opportunities
P4 Complex Services Performed through
Centralization
T6 Additional Self -Service Capabilities in
Customer Portal
Estimated Stage Totals
COST TO COST /
IMPLEMENT EFFICIENCY
SAVING
$10,000-$50K N/A
$50,000-$100K N/A
I NT N/A
$10,000-$50K $10,000-$50K
N/A $160K-$285K
$10,000-$50K $50,000-$100K
$80,000- $220,000-
$250,000 $435,000
COST TO COST /
IMPLEMENT EFFICIENCY
SAVING
TBD TBD
$50,000-$100K $100,000+
$50,000-$100K $100,000+
$100,000- $200,000-
$200,000 $335,000
CSPn 8
Introduction to the Centralized Service Clarington Model
The opportunities and recommendations outlined above support the building of a centralized service team "Service
Clarington". These opportunities and recommendations will require future change within existing departments and
services, existing operating models, and the current and planned technology solutions. At a high-level, a centralized service
model for Service Clarington will look as follows:
Contactfrom Streamlined
Customer
Entry Point
y
1 E-mail �i=1
/m
1 Phone Address 1 Web -
Number Tool
1
1 Service
i—�
•••
Desk
Multichannel Department
Service Delivery Collaboration
............................................ "
Based on Service
Agreements
Agent
Complete Service
Request as First
Point of Contact
. _ Transfer to Individual
Departments
TECHNOLOGY: Digital Systems & Support Tools 400>
r— — — — — — — — — — - — — — — — — — — — — -
•� I ` Ley
Inquiry Mitel MiContact AMANDA SharePoint
_ Portal I Business Centre 1 System ' Knowledgebase
Interim inquiry I • _
I -Central
Management
l -.•-.. -
II Portal & Customer Portal L------------------------- I
*cspn 9
Impacted Clarington Departments and Services
Service Clarington front-line staff will manage customer service inquires and requests on behalf of the following Clarington
departments and services. Below is the table that outlines by department what services are recommended to be
centralized. Cost savings have been provided as ranges.
Based on the services reviewed, 60% - 65% will be impacted by a centralized service model that drives cost
savings.
Key content found in the table includes:
• Department and Business Line
• Customer / Service Touchpoint
Centralized Service: Service delivery model based on a single point of entry for all service requests (centralized
service). In all scenarios, The Service Team acts as the first point of contact with the customer, however the level of
responsibility to process the request varies by service and department. A detailed list of service and service processing
responsibilities is summarized below.
— Full: Centralized Service Team to own all customer interactions related to the service request. Individual
departments to do not need to process any service -related requests. The specific details will be defined in the
Service Agreements for each department.
— Partial: Centralized Service Team to share ownership of responsibilities to process customer service request. This
could involve the Service Team working with a department SME to process a transaction or handing -off the
transaction at a specific moment in the process. The specific details will be defined in the Service Agreements for
each department.
— None: Centralized Service Team does not perform any activities related to the processing of the service request.
The Service Team would triage the request and pass it off immediately to the related department. The specific
details will be defined in the Service Agreements for each department.
csPn 10
DEPARTMENT
CENTRALIZE
STAGE
ANNUAL COST
SERVICE
SAVINGS
OFFICE OF THE CAO
Administration
Provide Information and Support to General Inquiries / Issues from
Full
2.0
$5,000-
Public
$10,000
Support & Coordinate Customer & Elected Officials in Resolving
Partial
3.0
$10,000-
Complaints
$20,000
Communications
Design / Update Website functionality and Content
None
N / A
N / A
Manage Social Media Communications & Replies to Inquiries / Issues
Partial
3.0
$5,000-
$10,000
COMMUNITY SERVICES
Facilities Services
Maintain & Prepare Facilities for Formal Bookings Made by
None
N / A
N / A
Customers
Recreational Services
$20,000-
Manage Resolution of Facility Complaints
Partial
3.0
$30,000
,cspn 11
DEPARTMENT CENTRALIZE STAGE ANNUAL COST
SERVICE SAVINGS
Deliver Formal Programs / Activities within Recreation Facilities
Aquafit, Fitness Centre, Group Fitness Programs, Skating Programs,
Specialty Programs, Swimming Programs, Camps, Leadership,
Sports & Active Play
Client Services
None N / A N / A
Provide Information and Support to General Inquiries / Issues from Full
Public
Triage Incoming Inquires to Other Departments / Business Lines Full
Manage Bookings and Registration for Programs / Services / Rentals
Partial
Recreation Classes, Fitness Memberships, Facility Rentals, Field / Ice
Process Payments for Bookings & Registrations
Partial
Recreation Classes, Fitness Memberships, Facility Rentals, Field / Ice
Film Permitting None
Support Internal Teams with Coordination of Special / Corporate None
Events
Manage Application & Processing of Community Grants None
LEGISLATIVE SERVICES
2.0
2.0
2.0
2.0
N/A
N/A
N/A
$10,000-
$20,000
$10,000-
$20,000
$15,000-
$25,000
$10,000-
$20,000
N/A
N/A
N/A
CSPn 12
DEPARTMENT
Council Services (Clerk's)
CENTRALIZE
SERVICE
STAGE
ANNUAL COST
SAVINGS
Provide Information and Support to General Inquiries / Issues from
Full
2.0
$10,000-
Public
$20,000
Process and Manage Approval of Departmental Permits / Licenses
$5,000-
• Marriage License, Burial Permit/Death Registration, Pension/
Partial
2.0
$10,000
Life Certification, Lottery Licensing, Business Licensing
Process and Manage Payments for Various Departmental Services
Partial
2.0
$20,000-
• Licenses, Parking Tickets, Parking Permits
Full
2.0
$30,000
• FOI/MFIPPA Request, Cemeteries (5)
None
N / A
N / A
Perform Civil Marriage Ceremonies
None
N / A
N / A
Provide Commissioner of Oaths Services
None
N / A
N / A
Support Cross -Departmental Inquiries and Provide Requested Info /
None
N / A
N / A
Docs
Municipal Law Enforcement
Provide Information and Support to General Inquiries / Issues from
Full
3.0
$10,000-
Public
$20,000
Manage Resolution of Bylaw Related Complaints
None
N / A
N / A
DEPARTMENT CENTRALIZE STAGE ANNUAL COST
SERVICE SAVINGS
Process and Manage Approval of Permits / Licenses
• Refreshment Vehicles, Auctioneer's LicensePeddler License,
Sign Companies, Vehicle for Hire, Burning Permit, Fireworks
Permit, Parking Permit, Sign Permit, Special Events Permit,
Kennel License
Animal Services
None N / A N / A
Provide Information and Support to General Inquiries / Issues from
Full
2.0
$5,000-
Public
$10,000
Manage Resolution of Departmental Complaints
Partial
3.0
$0-$5,000
Process and Manage Approval of and Animal Licenses
Partial
3.0
$0-$5,000
FINANCIAL SERVICES
Taxation
Provide Information and Support to General Inquiries / Issues from
Full
2.0
$20,000-
Public
$30,000
Manage Resolution of Departmental Complaints
Partial
3.0
$10,000-
$20,000
Complete and Manage Customer Payments of Property Taxes
Partial
2.0
$20,000-
$30,000
Information Technology
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DEPARTMENT CENTRALIZE STAGE ANNUAL COST
SERVICE SAVINGS
Lead / Coordinate the Design, Build, Implementation of AMANDA None N / A N / A
Initiative
PUBLIC WORKS
Operations
Provide Information and Support to General Inquiries / Issues from
Public
Manage Resolution of Departmental Complaints
Process and pp
Manage Approval of Permits / Licenses
• Road Entrance, Road Occupancy
Manage Maintenance of Roads & Parks (Seasonal Grass Cutting)
Manage Maintenance of Sidewalks (Seasonal Snow Removal)
PLANNING & DEVELOPMENT SERVICES
Community Planning & Design
Full 2.0
Partial 3.0
None
N / A
None
N / A
None
N / A
$10,000-
$20,000
$10,000-
$20,000
N/A
N/A
N/A
Process and Manage Review of Commercial Development None N / A N / A
Applications
Development Review
*csP11 15
DEPARTMENT
CENTRALIZE
STAGE
ANNUAL COST
SERVICE
SAVINGS
Provide Information and Support to General Inquiries / Issues from
Full
3.0
$10,000-
Public
$20,000
Manage Review & Sign -Off for Zoning / Land -Use Aspect of Permit
None
N / A
N / A
Approval
Special Projects
Support Internal Permit Approval Process with Employees
None
N / A
N / A
Building Permit & Inspection
Provide Information and Support to General Inquiries / Issues from
Full
3.0
$5,000-
Public
$10,000
i
Process and Manage Approval of Construction Related Permits
$15,000-
Partial
3.0
$25,000
9 Deck, Fence, Pool Enclosure, Shed, Sign
Perform Building, Structural, Plumbing, HVAC Inspections
None
N / A
N / A
EMERGENCY & FIRE SERVICES
Fire Suppression
Provide Emergency Services in Response to Calls from Public
None
N / A
N / A
Fire Prevention
Provide Information and Support to General Inquiries / Issues from
Partial
2.0
$10,000-
Public
$20,000
*cspn 16
DEPARTMENT
Facilitate Educational Programs and Events to Public
Perform and Manage Fire Inspections for Permit Approval
CENTRALIZE STAGE ANNUALCOST
SERVICE SAVINGS
None N / A N / A
None N / A N / A
CSPn 17
Centralization Operating Model Details
The governance structure and operating logistics of Service Clarington will include:
I. Governance
The Service Clarington team will be incorporated into the Community Services
department and include the following roles in Stage 2.0:
• 1 Director, Community Services (Existing)
• 1 Manager, Community Services (Existing)
• 1 Customer Service Coordinator (Existing)
• 7 Clerks (5 FT and 2-3 PT) — All FT Existing, 1 PT Existing)
Note in Stage 3.0 the addition of 1-2 Clerk II Roles from existing departments is
suggested to be included within the Service Clarington team.
II. Operating Service Desk
A Centralized Service Desk will be established to manage initial customer contact:
• Overview: General walk-in customer support for identified Stage 2.0 centralized
services.
• Location: Municipal Administrative Centre (Existing Desk in Lobby).
• Operating Hours: Monday — Friday (8:30am — 4:30pm).
• Service Channels:
o Service Desk — physical location for in -person service to customers.
o Phone - one external number available to customers.
o E-mail - one external address / inbox available to customers.
• Resources: Coverage for the Service Desk is recommended to include 2 Full -
Time, Cross -Trained Clerks Available During Operating Hours
III. Centralized Contact Centre
General in -bound service support for all departments across the Municipality.
• Location: Garnet B. Rickard Recreation Complex.
• Operating Hours:
o Monday — Friday (7:OOam — 8:OOpm).
o Saturday — Sunday (8:OOam — 4:OOpm).
• Channels:
o Phone - one external number available to customers.
o E-mail - one external address / inbox available to customers.
o Web -Tool — online submission -form available to customers.
• Resources: 3 Full -Time, Cross -Trained Clerks Available During Business Hours.
2 Part -Time, Cross -Trained Clerks Available After Business Hours.
Note: It is reccomended that a single email address (e.g., info@clarington.net) is
aligned to a shared inbox accessible by both the service desk and contact centre.
Features within the Mitel MiConnect Business Centre email feature support functions
like group email management, collision detection, automated emails and insights and
analytics. This streamlined approach will ensure only one email address is shared to the
;cspn 18
public, but resources at both service locations can view, access, and manage customer
inquires collectively as a broader team (regardless of physical location).
Technology
Successful delivery of services through the centralized model will require the right
technology. It is recommended that the Municipality leverage the AMANDA tool to act
as a workflow management system, CRM, and customer portal (Note: expansion of
current build scope required to meet central service delivery requirements). In the
interim and while AMANDA is under development, the Inquiry Portal can be leveraged
(expansion of capabilities required). SharePoint should be used as the knowledgebase
tool with the assumption that clear standard operating procedures are documented.
Both systems can integrate into AMANDA. Mitel MiContact Business Centre should
continue to be used as the phone system. Expansion of Mitel services to include Insight
and Reports as well as email management is recommended.
The Benefits of a Centralized Service Center
The recommended centralized service model for the Municipality will result in many
benefits to the organization. In the design of the recommendations, which make up the
components to the centralized model, we have identified unique benefits for each.
However, across all recommendations outlined in Stages 1, 2 and 3, the major benefits
can be categorized as follows:
• Economies of scale per -transaction: number of calls, emails, web inquiries.
• Improved customer communication: a centralized location offers a single point of
contact for customers, who can be transferred to the appropriate department for
service, if required.
• Improved management and supervision: one manager can easily supervise and
mentor many more employees through a centralized model to ensure consistency of
service provided.
• Improved quality of staff training: a centralized training program for all Service
Team staff will ensure training is consistent and valuable, leading to better customer
experiences.
• Improved analytics and error reduction: a centralized location makes it easier to
gather data for analysis, and to address errors and other issues quickly.
csPn 19
Centralized Customer Service Best -Practices
As the Municipality seeks to centralize its customer service, the consultant team has
engaged in exploratory research methodologies, which included document reviews,
interviews, focus groups and surveys. Insights from these activities helped the team
gain clarity of Clarington's internal / external customer service practices. Findings are
used to guide development of the centralized service model.
The following section outlines the research approach and provides context in which the
centralized service review was conducted.
Strategic Service Themes
The Municipality's customer service landscape is siloed in terms of how services are
accessed by customers and delivered by the organization. The consultants identified
four Strategic Themes aligned to the Municipal service landscape to create a structured
approach to review and assess the opportunity for centralized customer service. Each
strategic theme dissects parts of the service to help identify where common challenges
might occur.
This organized approach is used to ensure research is comprehensive and captures all
important information. Findings are categorized, diagnosed, and support the
identification and prioritization of future insights. The Themes are also utilized to
structure the recommendations towards efficient, centralized services for Clarington.
Themes have been assessed based on different perspectives relevant to services,
including:
1. The Internal Perspective of the Employees and the Organization
2. The External Perspective of the Customer and the Community, and
3. The Best -Practice Perspective of Comparable Municipalities.
Strategy & Partnership: Customer -Centric Culture
How does the Municipality develop & manage customer -focused Strategic
Initiatives?
This includes clearly articulated and/or documented service level expectations
that are regularly reported on and communicated.
People: Right Roles & Right Knowledge
How does the Municipality mobilize "Human" resources to drive great Customer
Service?
This includes the governance structure, roles, responsibilities, and the
accountability for clear, effective decision making for efficient service delivery.
Process: Streamlined Operations & Activities
How does the Municipality structure services & processes to deliver on Service
needs?
This means processes are well designed and defined, effective and efficient.
Gain understanding of where processes do not exist or need updating as well as
what tools are currently leveraged.
CSPn 20
Technology: Digital Systems & Support Tools
• How does Digital and Technology systems support the delivery & interaction of
Services?
• This means appropriate technology is in place to enable processes and service
delivery more broadly.
Clarington Jobs -to -be -Done Methodology
To understand the service experience and identify which services to centralize, it is
important to define what the customer is trying to achieve. The customer -centric
approach and methodology used to do this is called the "Jobs -To -Be -Done" method.
A "job" is the customers' purpose and what they want to get out of the service
interaction with Clarington. The goal is to uncover both the operational and people side
of these service experiences through the lens of the "job" the customer is trying to
complete.
The "jobs -to -be -done" approach identifies how the services are being used from the
customer point -of -view and what outcomes they are trying to achieve. This service
review methodology uncovers more than the operations of the service experience. It
identifies customer motivations and "drivers" of behaviour. These combined operational
and customer insights help to identify what services to centralize to create a consistent,
positive experience.
By analyzing services through the `jobs -to -be -done' categories, areas of service
centralization become clear. Similar "jobs" customers are trying to complete across
multiple departments are activities that can be centralized / streamlined. The
centralization of these activities will reduce waste / duplication across the organization
and result in better customer experiences.
The four (4) key jobs -to -be -done identified for this service review are outlined below. It
is important to note that not all "jobs" or interactions with customers are suitable to be
addressed by the centralized service team. Within this report, we provide guidance on
service level agreements (SLAs) appropriate for the hand-off of service inquiries,
purchases / payments, approvals / permissions and use of service offerings suitable for
a generalist service Clerk role.
The four (4) key jobs are:
Address an Issue / Inquiry: This job occurs when an individual contacts the
Municipality to ask for clarification, get help / support, or make a complaint.
Make a Purchase / Payment: This job occurs when an individual seeks to buy / pay for
something such as tax payment, membership fee, permit fee, etc.
Get Approved / Permission: This job occurs when an individual seeks approval or
permission for a task/event, such as Licenses, Permits, Certifications, etc.
Use a Service / Offering: This job occurs when an individual utilizes a service or
offering from the Municipality such as fitness / recreation classes, events, etc.
1,4spn 21
Centralized Customer Service Guiding Principles
A centralized service model will enable Clarington to develop a front-line centre of
excellence for handling customer service needs, while leveraging back -office service
workflows. There are many variations and models to service centralization; however,
there are Guiding Principles of service centralization to assist Clarington with moving
through the transformation.
Guiding Principle Goals Addressed
• Consistent experience
Create a dedicated customer service Provide services cost -
function and transfer customer service effectively
workload from departments Get to the right person
quickly
Enable the function to address phone, in
person, Simplify access
• Consistent experience
email and online portal
Define new customer service positions • Consistent experience
Redesign customer service processes • Consistent experience
Define service Key Performance Indicators • Define clear service levels
(KPI's) • Design service around
customer needs
• Modernize interaction tools
Leverage an integrated technology tool to . Centralize customer
better manage customer processes information
• Digitize more services
I I
Leverage a shared knowledge base for all . Consistent, efficient answers
staff to customers from all staff
• Streamline service teams
ability to execute the
Organize the design of workflow IT tools workflows
and service centralization . Enable service teams
accessibility to functions and
information
CSPn 22
Clarington External Service Landscape
Comparable Municipality Findings
The external review looked at five comparable public sector peer municipalities to
examine best practices. Insights from this analysis uncovered key lessons to support
Clarington in aligning its customer service approach with a tested model. The findings
are organized by the previously defined Strategic Service Themes of Strategy &
Partnership, People, Process, and Technology.
Strategy & Partnership: A Customer -Focused Mindset
Many peer municipalities develop customer service strategies that help guide all
organizational customer service efforts. A Customer Service Strategy defines an
organization's vision for how customer service is delivered. This often incorporates a
vision statement, core values, and guiding principles that help define and guide what
service "success" looks like.
For example, the Town of Whitby and the Municipality of Caledon both began their
centralized customer service transformation with the creation of a Customer Service
Strategy. Each strategy consists of a vision and guiding principles/objectives. For the
Town of Whitby, their customer service initiative is embedded within their Corporate
Strategic plan.
The Town of Whitby
Customer Service Vision
In order to fulfill their mission, vision, and core values, their Corporate Strategic plan
identifies three key priorities with detailed objectives: (1) People, (2) Organization, and
(3) Customer. The guiding objectives outlined for the Customer priority are as follows:
We will provide a consistent, optimized, and positive customer service experience. Our
objectives to achieve this priority include:
• Design service delivery around customer needs
• Define clear service levels
• Modernize and improve customer interaction tools
• Provide consistent customer service training for all staff
Measure results in pursuit of ongoing improvements to the customer service experience
(Note: Customer is defined as both external and internal)
People: Right Roles & Right Knowledge
Organizational change impacts every employee within the organization. Centralization
of customer service functions often requires the transfer of employees into a new
service -oriented role or department. This restructuring has implications and often
requires additional training and skill development. Service Caledon's customer service
transformation understood the importance / implication of employees in centralized
CSPn 23
service and have outlined their successes and lessons learned from their recent
implementation of a centralized service team.
The Municipality of Caledon (Service Caledon) - Spotlight
Employee Skills & Knowledge for Centralization
The Service Caledon initiative required the creation of specific centralized customer
service roles within the new business unit. As each department's general customer
service activities were onboarded into the centralized function, an employee of that
department would also be onboarded as the "Subject Matter Expert". Key best
practices include, Service Caledon staff were cross -trained, Centralized customer
service roles vary from departmental service roles, and define the skills needed
as not every employee is suited for or willing to transition.
Process: Streamlined Activities
Centralization aims to simplify and streamline processes for enhanced efficiency of
service. A common pain point in decentralized service is multiple entry points of contact,
which result in increased transfers and duplicated efforts. Service Caledon implemented
two changes to reduce this pain point:
The Municipality of Caledon (Service Caledon) - Spotlight
Service Structure & Operations for Centralization
• Positioned Service Caledon desk at the front door of Town Hall to create a
streamlined, 'one -stop' service area as the first point of contact. Residents who
enter Town Hall first approach the service desk and are directed to the correct
area.
• Simplified telephony system by modifying the switchboard function to only 3
options: Dial extension, search directory, or speak with Service Caledon.
Restricting customer entry points has had a significant impact on decreasing
transfers and "wrong" hand-offs of customers
Technology: Digital Systems & Support Tools
Technology is a core enabler of centralization, yet large scale technology
transformations are not always necessary or feasible right away. Peer municipalities
have engaged in their service centralization initiatives with similar legacy IT
infrastructure systems that Clarington currently uses. Comparable municipalities have
said that they have not implemented technology updates in the centralization process
due to a lack of clearly defined internal processes and service policies / procedures.
Highlighted below are the main technology systems Caledon utilizes. It is important to
note that Caledon has been successful with their customer service initiative with
minimal technology changes and/or purchases of new technology stacks. This is similar
to the current state of Clarington's IT landscape.
The Municipality of Caledon - Spotlight
Related Service Technology List
G►AWA► M
csPn 24
• Vailtech
• CityWide
• Great Plains
• Mitel Phone System
• SharePoint
In addition to the detailed review of the Municipality of Caledon and Town of Whitby, we
conducted a high-level scan of other comparable municipalities (City of Mississauga,
City of London, City of Brampton, Regional Municipality of York). Below are key themes
from services reviewed:
Willingness to Collaborate and Consistent Commitment to Service
Excellence — Stakeholders across multiple municipalities who are responsible for
the delivery of services recognized the need to ensure that services are delivered
efficiently and effectively. This included an openness to explore opportunities to
collaborate with peer municipalities to bring better outcomes or value to
residents. For many municipalities, despite having disparate customer service
systems, it was noted that service representatives are customer service oriented
and provide effective service levels with their current systems and tools. This
aligns with the sentiment heard from staff at the Municipality of Clarington.
2. Non -Standardized Service Training — For many of the smaller municipalities,
there is no formal customer service training, which was seen as a problem for
driving change. This coupled with the informal customer service standards could
impact the consistency and quality of services.
3. Lean Staffing Levels with some Staff Wearing Multiple Hats — There was a
recognition that staff, generally speaking, are very dedicated and committed to
providing high -quality services that respond to residents' needs and co-workers.
Staff resource constraints were consistently referenced as a limitation to service
delivery across many municipalities. Staff often had responsibilities that spanned
multiple services/functions with many corporate services decentralized. In some
cases, this has also resulted in the duplication of services across multiple
departments within a municipality without clear centralization of service expertise.
Clarington has an opportunity to maintain current staffing levels but re -locate
individuals into the centralized service team as full-time or part-time positions.
4. Limited Collection of Metrics or Data — Across many municipalities, there is a
clear opportunity to improve data collection and its use in decision making
moving forward. Limited examples of KPI's or performance data are available.
Similarly, Clarington has an opportunity to define KPI's and create consistent
tracking and communication processes.
5. Manual, Paper -Driven Processes - A number of service requests (specifically
counter services) are delivered through manual, paper -driven processes that do
not enable efficient or effective tracking of customer interactions and/or service
delivery. Paper -driven processes typically result in duplication of effort, missing or
incorrect information, increased travel time to share information, and increased
costs (e.g., printing, mail). The team uncovered similar instances within
Clarington when building the Customer Journey Maps.
CSPn 25
6. Municipalities are Independently Procuring Similar Services with Limited
Coordination — Municipalities engage third -party vendors to support service
delivery — both internally and to the community. In many cases, this is a more
effective delivery method than maintaining costly in-house expertise for low -
volume activities. As myDurham311 (details on MyDurham311 can be found on
page 23) launches and expands in the future, Clarington should re -assess the
opportunity for integration into a broader, cross -Municipality centralized service
model.
7. Technology Investments to Support Digital Service Delivery - Other
comparable jurisdictions are making investments in increasing the use of online
portals for licensing applications to improve customer experience and reduce the
amount of manual and paper -based work. Online license applications and
renewals are increasingly common in comparable municipalities and have
resulted in productivity improvements. For example:
Mississauga has created a portal to allow marriage licenses to be
submitted online,which reduced processing times by approximately 10
minutes per license. The Municipality currently has this functionality.
London allows building permits to be submitted online
Markham allows for renewal of business, marriage, and pet licenses
online (the Municipality has this functionality).
Customer Experience Findings
To help inform the customer service review, the consulting team used several research
methods to gather input on the external customer experience. Several focus groups
were held with different external stakeholder groups to uncover sentiments on the
current service experience and future expectations. A survey was also conducted to
capture data and information from Clarington residents. In addition, interviews with
Councillors were held to better understand future planning requirements for Clarington
and customer service at the Municipality, particularly residents' views on it.
Below are the main themes that were uncovered within the research activities.
Focus Groups
Four (4) focus groups of 5-10 participants were conducted with different external
stakeholders. Focus group activities followed a semi -structured discussion design,
where participants were asked about their preferences and experiences when
interacting with the Municipality of Clarington. The activities and questions were tailored
for each group to gather targeted insights.
Community & Association
The Community Group consists of three (3) associations that are classified as
recreational sporting organizations. The common themes that emerged from the
discussion include:
-WI, 26
Challenges with internal communication
• Internal communication within the Municipality impacts how services are
received. When inconsistent, the communication creates more confusion within
the process, redundant calls to the Municipality, and long wait times to receive an
answer to inquiries.
Desire for greater transparency
• Transparency within the service lines and how services are delivered helps
manage customer expectations. Untimely or inconsistent updates when process
changes occur (i.e., payment methods) causes frustration.
Preference for a customer -centric service approach
• Community Groups value a customer -centric approach to the management and
booking of fields. Increased flexibility and timeliness of issue resolution is
particularly important. (i.e., field / ice switching and / or maintenance).
Commercial & Residential Developer
The Developer Group consists of residential and commercial businesses. The common
themes that emerged from this discussion include:
Desire for partnership
Relationships with developer groups are long term and ongoing. Developers
desire a sense of partnership and collaboration with the Municipality - with both
parties working towards the same goals.
Managing time -sensitive projects
• Many projects can be significantly impacted by delays and require careful
management of time and effort. Consistent and transparent processes help
manage expectations to facilitate a smooth experience.
Varying needs among customer groups
• There are varying needs among customers who are deploying a large
development and those who are taking on small renovations (on behalf of
themselves or a client). Yet, the process is the same regardless of complexity.
This often results in small projects having an extended wait time.
Business & Tourism
The Business Group consists of stakeholders focused on economic development and
tourism within the municipality. The common themes that emerged from the discussion
include:
Desire for partnership
Business leaders believe Clarington has a lot to offer with potential for further
economic growth. There is a desire to have more collaboration with the
CSPn 27
Municipality to achieve these goals. Currently, the Municipality outsources
economic development to CBOT.
Urgency on upcoming opportunities
• Upcoming media opportunities and events to promote businesses are time
sensitive. The urgency of the request requires prompt input from the Municipality.
This can often be a challenge given disjointed communication across
departments who are required to process requests.
More resources for small businesses
Smaller and local businesses are at the core of the Municipality's culture and
economy. More resources and support are essential and requested by this
group.
Accessibility & Diversity
The Accessibility & Diversity Group consists of subject matter experts in the field. The
common themes that emerged from the discussion include:
Need for more representation
As Clarington's population grows, it is becoming more culturally diverse and this
needs to be represented in the services Clarington provides, such as events,
recreation, and recognition of inclusive language / cultural needs.
Councillors impact the communities
• Councillor engagement within communities and neighbourhoods enhance the
feelings of inclusivity and a community -focused culture.
Current initiatives are well recognized
• The Diversity and Accessibility Committees within Clarington are focused on
inclusive initiatives such as the "Language Line" to help overcome language
barriers when contacting the Municipality.
Digital Mass -Survey
The survey conducted focused on customer insights and gathered residents'
perspectives regarding Municipal customer service. The survey data analyzed is based
on 151 participant responses with a response completion rate of 98.6%. Further detail
into the design and administration of the survey can be found in Appendix B.
Some of the key findings abnd themes include:
• Generally customers utilize services at the Municipality monthly
• Overall, residents are generally satisfied with the services they access.
• In general, residents want services that are simple and easy to use.
• Residents require courteous and professional service, which includes
accountability and follow-up on issues to ensure a positive experience
csPn 28
WHAT IS MOST IMPORTANT TO YOU?
Z, IVA
We".
#-151,1
Expartke ,
4-11, 2
Simple g easy.
4-55, 22%
A-Pwu1n%;Pb1 My.
349,1.5%
PrOfeallQnal,
4,2 5, 20%
*Complete Survey Results found in Appendix 11
HORN SATISFIED ARE YOU?
Very
dissat I s 11 L-d
Dissatisfied 59�
1 Very Sat l.stred
Z1%
Satisfied
38
Respondents also identified challenges in the current service delivery experience which
are relevant to centralization. These include:
• Difficulty in communicating with the Municipality— inaccessible teams / staff
• Frustration from lack of returned calls and follow up on complaints
• Lengthy resolution times
• Lack of transparency in service processes
• Poor self -serve / accessibility options, unable to access information and complete
tasks online
CSPn 29
Clarington Internal Service Landscape
A detailed review of the Municipality of Clarington is conducted through internal
interviews and workshops with staff. Insights from these sessions have informed the
recommendations for centralization and service improvement initiatives. Findings for
centralization have been analyzed at the Corporate -wide level and departmental level.
Corporate -Wide Service Elements Impacting Centralization
Service Partnerships
As Clarington develops its service centralization strategy, there is an opportunity to
partner with the Region of Durham to leverage the centralized myDurham311 model.
Using this new region -wide model, surrounding municipalities will have the option to
leverage operations and digital tools to deliver customer service programs / services.
Durham Region processes more than one -million transactions annually through multiple
channels, across 80 front desks, 28 call centers and 18 social media accounts.
The myDurham311 project looks to:
• Provide a clear point of contact, regardless of how customers choose to interact
• Provide more options to complete transactions
• Bring greater ease of access to services by extended hours/self-service channel
• Deliver a consistent, convenient, and personalized service
Through Regional and Municipal collaboration, employees and customers will benefit
from an omnichannel experience with a "triage -like" system that will assist in minimizing
time, effort and challenges when resolving calls. Service Durham has options that
municipalities can choose and proposes three service models for implementation.
The myDurham 311 model can be summarized within the following schematic.
�NMT,-% 11
MODEL 1:
MODEL 2:
MODEL 3:
SELF-SERVICE
PARTIAL SERVICE
FULL SERVICE
a
■®
O
Knowledgebase
Knowledgebase
Warm Transfer
myDurham Agent provides
myDurham Agent provides
myDurham agent will warm
basic info from Knowledge
basic info from Knowledge
transfer of all municipal
Rase.
Base.
inquiries Redirect to
municipaJ website.
-
Self -Serve Kiosk
CRM
Information available via
myDurhamAgent receives
Self -Serve Kiosk.
and logs service
requests in CRM.
Tag in Social Media
myDurham agent will tag
municipality in social
media.
Warm Transfer
Process Request
myDurham Agent may take
Processes program
details and warm transfer.
registration and simple
purchases.
u"'cspn 30
myDurham311 is projected to launch in August 2023. At that time, the Region will
integrate individual municipalities if desired. As shown above, the Region hopes to
partner with all municipalities at varying degrees of involvement based on (1) a self-
service approach with a warm transfer or redirect of the call to Clarington in a positive
and friendly manner; (2) a partial service approach with an `enhanced warm transfer'
where service request details may be taken and transitioned into the Municipalities
systems; and (3) a full -service approach where the Municipality is a part of the Region's
service structure.
By mid -October 2021, the Region will ask the municipalities to provide their level of
interest in the program and their desired degree of integration. If Clarington chooses
Model 3, the Region will require a detailed report of the current service landscape in the
Municipality. This would include providing data, including the amount and complexity of
calls the municipality receives, the subject matter of the calls, current staffing levels, etc.
In addition, municipalities will be given the option to leverage the Regional Customer
Relationship Management (CRM) and Knowledgebase.
Key Considerations Relevant for Centralization:
Much of the value in the partnership comes from the functionality of the digital tools and
contact centre capabilities myDurham311 will have. The partnership would enable
Clarington to replace legacy systems and access new systems that do not currently
exist. However, this is not a significant benefit in the short-term because of the major
digital transformation taking place with the AMANDA System and roll -out of SharePoint
for a knowledgebase.
The new AMANDA system has the overall capability to provide Clarington with similar
functionality as myDurham including:
• Automation of some manual activities — improving efficiency.
• Reduction of routine calls to skilled workers — increasing productivity
• Automation of high -frequency tasks — reducing errors
• Streamline of processes through workflow tools— improving collaboration
• Alignment of activity to employee skill level — minimizing undervalued effort of
skilled workers
• Improves integration with department systems — increasing knowledge sharing
The current plan for the design of AMANDA does not include all of the functions at the
level of sophistication expected from the myDurham partnership. However, this is likely
not required for Clarington to be successful in the delivery of centralized service. The
benefits listed above will allow Clarington to reach their goals for service delivery in the
short-term.
Given the large capital investment currently being made in AMANDA and the
Municipality's short-term service needs, the recommendation is not to partner with
myDurham311 right now at any level. Clarington has the internal capabilities to deliver
centralized service by leveraging existing internal technology — AMANDA, SharePoint,
Mitel, Inquiry Portal, etc. However, as customer service needs evolve and internal
capabilities change, revisiting the partnership opportunity in Stage 3.0 is recommended.
This phased approach to assessing partnership validity will enable Clarington to deploy
1,4spn 31
a centralized service team faster, leverage synergies with current technology builds
internally and pilot the proposed delivery model to determine what (if any) changes are
required for the future.
Customer -Facing Service Delivery Roles
Understanding the customer -facing service roles in Clarington is essential to leverage
existing employees correctly and efficiently during the centralization process. Currently,
customer -facing service delivery roles within the Municipality are diverse, having many
governance / role specifications.
The key customer service roles include:
• Clerks (I & 11): Specialize, department -specific subject matter expertise
• Customer Service Representatives (Lead / CSR): Responsible for the oversight
of customer -facing services within the facilities. The Clerical roles can often
include more specialized subject matter expertise for their departments
Key Considerations Relevant for Centralization:
Governance
Organizational structure of service -related roles varies. CSR positions are
located within the facilities, whereas Clerks are located within each department in
which they serve (including a Communications Information Clerk located at Town
Hall)
The governance of CSRs and Clerks is separately managed and determined by
each department. This results in multiple reporting structures and varying
service expectations
Siloed governance of staff that provide service functions results in inconsistent
service experiences and disjointed communication of service -related changes
across the organization
Role Requirements
• Role requirements for CSRs and Clerks vary across departments. There are
similar tasks completed by CSR and Clerk staff within the Community Services
department, however this is not consistent across teams. Information on role
divisibility has not been defined at an organizational level or is readily known by
all staff involved
CSRs and Clerks have some overlap in job requirements; however, execution of
complex interactions requires specialized knowledge held by Clerks. For
example, both roles engage in the management of registrations and bookings,
yet there are unique tasks that Clerical staff must oversee (i.e., cancellation of
registration). Clerks that provide their services within a department are subject -
matter experts in that context. They possess up-to-date working knowledge on
key processes / interactions. In a centralized model, the generalist service team
would need to be cross trained on the high-level service interactions that could
,cspn 32
be completed through first line of defense, and know when to triage the inquiry,
payment, complaint, or service requirement to the SME.
Unionized Workforce
• Employment type for service -related employees vary amongst full-time and part-
time staff. Most full-time Clarington employees are a part of a collective
bargaining unit, except those in Management roles. Typically, full-time service
roles fall under this agreement, and part-time roles do not.
• The re -design of roles to align to the centralized service model will need to
account for employment requirements. Potential role modifications and/or
changes follow an established Corporate process and are subject to negotiations
as set out during collective bargaining. There may be the potential for role
changes to be reviewed with the Pay Equity Committee.
Service Delivery Performance Measurements
While the Municipality has defined service performance metrics, they are not currently
utilized. Across the in -scope services, stakeholders identified limitations in the
collection, review, and analysis of data and information due to technology limitations
and staff capacity constraints. The Municipality's current state has not relied upon the
use of data or rigor (consistency and application of data) in processes to drive decision
making. Note, this should not be considered a criticism against staff as many staff and
leadership members made comments expressing a desire to move in this direction.
There is a potential opportunity to use data better to track service levels and support a
culture and framework of continuous improvement and innovation. The successful
implementation of a more robust Reporting Framework would provide the Municipality
with increased visibility, understanding, and oversight into services' performance and
support better planning and resource management.
To help the Municipality track valuable service data, service performance
measurements aligned to two categories should be collected: 1) Operational Service
Standards and 2) Customer Experience Metrics.
The following key measurements are prioritized and should be incorporated into
Centralized Services. Below is an outline of service standards Clarington should be
collecting.
Operational Service Standards
Name Description
-----------------------------------------+------------------------------------------------------------ -- --------- -------------------------------------------------------
FTR: The number of tickets /cases /inquiries that are
First -Touch Resolution ;handled and "resolved /closed" by the first agent during
Rate ;their first interaction.
F- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
ART: The total time that is taken by the support team to solve
rAverage Resolution Time the issue once it is looked upon.
IPR: The number of interactions the support agent and the
Interactions Per Resolution customer have about a single issue before coming to a
resolution.
0cspn 33
Name Description
FRT: The time it takes from when a customer makes a
First -Response Time , request to the time an agent "picks up / opens" the
ticket /case / inquiry.
�-----------------+------------------------------------------nq -- i
AIT: I The time a ticket / case / inquiry spends in some form of
Average Idle Time an "open status", not including any waiting for the
customer to respond.
-----------------------+----------------------------------------------------------------------------------------------------------------------------------------------
ABR: The number of calls "abandoned / hung -up" while a
Abandon Rate customer was waiting on hold to connect with a human
------------------------------------------------------------------------ ! -agent.--------------------------------------------------------------------------------------------------------------------------------------------!
Customer Experience Metrics
Name
------------------------------------------------------------------------r------------------------------------------------------------------------------------------------------------------------------------------------------------------------;
Description
NPS:
I Measures the level of loyalty customers feel towards the
Net -Promoter Score
I organization by uncovering how likely they are to
recommend to someone else
CSAT:
Measures the general positivity / satisfaction customers
Customer Satisfaction
have with the organization as a whole or any individual
Score
aspect
CES:
Measures the level of effort / simplicity customers
Customer Effort Score
experience when interacting with the organization or
services
------+----------------------
CIP:
Measures the general preferences customers have when
Customer Interaction
;interacting with the organization and /or services (i.e., what
Preferences
channels they use, when they interact, what they want to
L------------------------------------------------------------------------
complete, what the value)
--------------------------------------------------------------------------------------------------
Service & Organizational Information Technology (IT) Tools
Rapid technological innovation is a key trend impacting municipalities across Ontario.
As technology continues to expand into everyday business processes, organizations
are becoming more dependent on their suite of information technology (IT) systems to
support efficient and effective service delivery. The right IT infrastructure is critical for
enabling efficient, effective, and secure Municipal operations. It was identified that within
the Municipality many departments use different legacy customer service IT systems
that do not currently integrate. The lack of integration impacts data collection, analysis,
and information sharing. However, multiple IT improvement initiatives are underway or
planned to address known IT related service challenges.
The relevant IT projects underway that will impact centralization include AMANDA,
Inquiry Portal and SharePoint. Another notable technology used to support service
delivery is the telephony system Mitel MiContact Centre Business. While there are
current planned initiatives to modify this application, expanding its scope of service to
include most robust metric collection and reporting functionality has not been been
implemented.
CSPn 34
The recommended technology solution to support a centralized service model is to
leverage AMANDA as the primary CRM/Workflow management solution. To ensure the
full scope of services are included, customization of the AMANDA build should include
key service -related processes (detailed below) In the interim while AMANDA is being
built, the Inquiry Portal can be leveraged as a centralized case management system to
manage service transactions. This will require a build to include services which has not
yet been included (detailed below) within the Inquiry Portal. Once SharePoint is built, it
will act as a shared knowledge management system. Both SharePoint and the Inquiry
Portal can integrate into AMANDA. The service team will continue to use the Mitel
MiContact Centre Business telephony system and leverage the metric and reporting
functionality.
Details of each system including an overview of the capabilities, challenges with system
design / implementation and opportunities are captured below.
AMANDA IT System
Overview
Clarington is undergoing a digital transformation with the design, build, and
implementation of the AMANDA IT System. This will act as Clarington's major IT
infrastructure and workflow management software. AMANDA will also act as the
Municipality's CRM solution. The build and deployment of AMANDA would allow for an
omni-channel approach to centralized information collection by gathering customer
responses from multiple channels including, in person counter visits, phone calls,
emails, and social media messages. This would provide customer service
representatives with a central database of information about the customer and any
interactions they have had with the Municipality. This would improve the efficiency and
effectiveness of customer service delivery by tailoring each response to the situation.
Additionally, a CRM system (as well as the Mitel MiContact Centre Business telephony
system) would support automated reporting of data including, tracking the Municipalities
performance against service standards.
Workflows included in the planned design of AMANDA are detailed below.
Workflow 1
Access Permit
Addressing
Adult Entertainment
Agency Approval
Apartment -in -House
Auctioneer
Body Rub Parlour
Building Complaint
Building Permit
Capital Works
Workflow 2
Freedom of Information
(FOI)
General Complaint
Grant
Heritage Permit
Kennel
Land Division
Letters of Credit
Letters of Credit Purpose
Lottery
Minor Variance
Workflow 3
Fire Safety Plan Review
Fireworks Permit
Pre -Consultation
Public Works Complaint
Refreshment Vehicle
Regional Plan
Amendment
Road Occupancy Permit
Sign By -Law Amendment
Sign Minor Variance
Sign Permit
CSPn 35
Workflow 1
Official Plan Amendment
Condominium
Election Sign
Emergency Services
Complaint
Fire Inspection
Fire Investigation
Fire Permit
Fire Public Education
Event
Challenge
Workflow 2
Mobile Sign
Municipal Consent
By -Law Enforcement
Complaint
On -Street Parking
Order
Park Lot Control
Peddler
Pool Enclosure
Workflow 3
Site Alteration Permit
Site Plan
Special Events Permit
Street Naming
Subdivision
Vehicle for Hire
Zoning Amendment
AMANDA is currently being developed based on the defined scope above.
Implementation is planned for July 2022. To support a centralized service model in the
near future, an interim solution will be required (Inquiry Portal) to support the gap in
technology.
In addition to deployment timing, the tool was originally being designed as a case
management solution, however, has the capability to expand features and functionality
to align to service delivery requirements (as stated above). The expansion of scope to
align with the recommended centralization framework is critical to the future success of
this tool abnd will require added costs which have been outlined in Appendix IV.
Definining the appropriate structure of workflows is a critical building block to service
centralization. As a Guiding Principle, it is recommended that the structure for "General"
customer -contact related workflows be as streamlined as possible.
Example of this Guiding Principle
Creating a single workflow for each of the identified customer service "Jobs" is the most
effective way to streamline service delivery for the centralized team. For example,
handling customer complaints should be broken into workflows for:
General Complaint, Building Complaint, Public Works Complaint, Emergency
Service Complaint, Bylaw Enforcement Complaint
By leveraging this naming terminology / convention it restricts this type of customer
service to just one category (e.g., "Complaints"). Other areas service such as
"Inquiries" would require the same set of workflows / folders to be created. This requires
additional effort and cost.
It is understood that there are information privacy concerns for some services. These
may require a sperate workflow / folder in order to restrict access. By segregating these
restricted workflows, it will still allow the centralized service team to access to the
functionality and information required to complete the service transitions within their
authorized discretion.
Opportunity
csPn 36
AMANDA is being designed to act as a centralized system to automate workflow
processes, provide citizens access to government services through a Citizen Portal, and
integrate issue / complaint and workflow management systems to deliver the
functionality similar to CRM.
AMANDA will act as the major IT system supporting the centralized service model. To
meet centralized service delivery requirements, additional services / workflows and
functionality are required to be included within the build. A comprehensive list of these
services can be found in Appendix III.
The customer portal aspect of the AMANDA design is also key for supporting
centralized service. Specifically, it will support broader self -serve and access
functionality. Leveraging the existing SOW for the AMANDA build, the key customer
self -serve and access functionality and/or integrations that should be included are:
• Payments for all Services — Self -Serve Functionality
• Access to all Documents, Forms, Statements — Access Functionality
• Booking and Registration for all Requests — Self -Serve Functionality
o Note: ActiveNet will still be utilized to facilitate certain Booking and
Registration functions that are not able to be done in AMANDA
• Visible Progress / Status Updates Along Process - Access Functionality
Note: The functionality listed above is a good start to support centralized service
delivery. However, as stated in the myDurham311 assessment, as service delivery
becomes more sophisticated and additional features are required to transition to more
digital customer -driven processes, AMANDA should be re-evaluated to ensure needs
are still being met.
Planning Department Customer Inquiry Portal
Overview
The Customer Inquiry Portal was created internally for the Planning & Development
Department to track inquires for properties. The app was developed by a member of the
in-house IT team and is a dashboard that was built upon the existing GIS Software with
key functionality including:
• Address search in a visual map
• Tracking and finding existing information about an inquiry and add/edit inquiries
• Manages inquiries by having front desk staff take in the request and then
assigning it to a planner who receives an automated email of the details of the
inquiry and then resolves it.
• Track data / statistics about inquiries for internal performance metrics (i.e.,
inquiry turnaround time, average inquiries per day, inquiry types & status, etc.)
The Inquiry Portal is a good interim solution as AMANDA is being built. It provides the
functionality to currently satisfy one departments customer service delivery. However,
this should not be considered a long-term solution.
Challenge
CSPn 37
Currently, the Inquiry Portal's complaints / inquiries tracking functionality is being
developed but does not exist for all services the Municipality provides. In addition to the
reduced scope of the current application, implications such as degree of centralization
and / or integration of information between departments raises privacy and access
concerns that must be considered.
Opportunity
There is a potential opportunity to leverage the Inquiry Portal that was initially built for
the Planning & Development Department across other departments.
The Inquiry Portal is a viable and cost-effective solution to consider as an interim CRM
tool prior to the deployment of AMANDA. It is recommended that AMANDA be used as
the longer -term IT solution to support centralized service delivery. Data from the Inquiry
Portal can be integrated into AMANDA.
SharePoint Knowledge Management
Overview
SharePoint is a web -based collaborative platform to store, organize, share, and access
information from any device. It is currently being built as a knowledge management
platform for the Municipality.
Challenge
Currently SharePoint is not organizationally deployed for use by all departments. It is in
the build stage. Ad -hoc solutions for general knowledge share by department are being
used inconsistently. This has created a knowledge gap amongst employees to complete
service transactions within their departments and across the organizations.
Opportunity
All relevant service documentation required for CSR's to effectively service customers
through the contact centre and front -desk should be stored in SharePoint. This tool will
provide the software centralization solution required for knowledge -sharing. However,
employees need to be properly trained on how to use the tool and leverage it to
complete routine job tasks.
Once the AMANDA build is complete, SharePoint can integrate into AMANDA. This will
allow for a single -use application for CSRs and Clerks to log customer service
interactions and access the required information to process requests. This will increase
efficiency for time to complete request and the qaulity of services provided.
Mitel MiContact Centre Business
Overview
The Municipality currently leverages Mitel for the telephony system. The suite of
products offered by Mitel MiContact Centre Business is vast, but currently underutilized.
This is known by IT team members who are looking into updating our phone system's
capabilities.
cSPn 38
Challenge
The Municipality's current use of the system is limited in functionality for phone only,
however the system has the capability to include sophisticated IVR, analytics,
scheduling / booking, automated credit card payments, chat, and email.
Opportunity
Specifically, Mitel Business Analytics has two call analytics modules that are relevant to
Service Clarington: Insight and Report. Insight provides powerful data visualization via
an intuitive dashboard and essential wallboard. The Report module delivers enhanced
level reporting, performance dashboards and customized wallboards. Key metrics that
can be tracked using this feature of Mitel include:
• Total Calls
• Total Incoming Calls & Total Outgoing Calls
• Total Missed
• Unreturned Missed
• Busiest Hour
• Average Answer Time
• Longest Call
It is recommended that the Municipality leverage this extension of Mitel to support
tracking of operational KPI's related to service delivery. The Municipality should also
leverage Mitel as the email provider for the Service Clarington team. Centralized
management of email integrated into the telephony system will help to streamline
service delivery performed by the seven Clerks.
No additional IT resources will be required for the customization of IT solutions. All
proposed solutions are relevant to the broader organization. The Service Clarington
team will need to work in partnership with IT for the successful customization of the tool
build, deployment, and training.
,csPn 39
Departmental Service Inventory & Process Journey
Service Inventories and Service Journey Maps are tools to understand the internal
processes that impact the service, operations / experience in the organization. As part
of the Centralized Service Review, the consulting team developed a service inventory
for Clarington and Customer Journey Maps to help identify redundancies and
improvement opportunities.
Service Inventory
The Service Inventory compiles and tracks all customer -facing services. This tool is
utilized to assess how services are currently being delivered to identify inefficiencies
within service lines. The information collected about each service includes:
• Overview / Process: Department, Business Line, Service Touchpoint.
• Channels: Customer Interaction with Service, Customer Self -Serve Option.
• People: Service Team Roles, Key Service Responsibilities.
• Technology: IT System/Program, Integration Level.
• Management Measures: Performance Metrics (SLA / KPI), Utilization (Volume /
Frequency);
• Customer Experience: Primary Jobs -To -Be -Done, Secondary Jobs -To -Be -
Done
When assessing the Municipality of Clarington services, 44 customer service
touchpoints were found across the Municipality. Out of these touchpoints, two key
opportunities were identified. These include:
Address an Issue / Inquiry appeared 12 times across all departments:
Centralization of this "Job" will minimize duplication and streamline the resolution
of inquiries.
Make a Purchase / Payment appeared across four departments: Centralization
of this "Job" will reduce duplication of payment activity, payment inquiries, and
payment processing.
Service Journey Maps
The Service Journey Maps incorporate the internal employee process and the steps the
customer has to go through to complete a transaction with Clarington. These maps
provide visibility into the service process that involve both the customer and Municipal
staff.
The journey mapping exercise included the following steps:
• Step 1: The consultant team identified the key service interactions (e.g., the
critical "jobs" a customer is trying to complete when interacting with Clarington).
Seven Journeys were mapped and include:
o Resolution of Inquiry / Issue Direct to Mayors Office
o Completion of a Tax Payment
o Registration for a Municipal Program
0cspn 40
o Approval of a Special Event Permit
o Resolution of a Snow Clearing Issue
o Resolution of a Property Standards Complaint
o Approval of an In -House Apartment Permit
Step 2: Working with staff, we mapped the various interactions someone would
have with the Municipality as they completed the job. This was viewed from the
customer and employee perspective.
Step 3: We identified pain -points in the journey and potential areas for
improvement. Journeys were validated with Clarington staff.
Insights from these maps informed improvement opportunities aligned to business and
customer needs. Improvements to increase efficiencies / savings from the existing
pain -points and operational redundancies identified in the Journey Mapping exercise
have been addressed in the Future -State Centralization Recommendations. "Future -
State" opportunities look to address the root cause of the inefficiency and provide a
long-term resolution.
The following section provides an overview of each Service Journey Map and outlines
the key pain -points and process redundancies / inefficiencies.
1) Resolution of Inquiry / Issue Direct to Mayor and Councillors Office
This journey outlines the process in which inquiries to the Mayor and Councillors Office
are resolved. The key stakeholders involved are the Office of the CAO with other
departments dependent on the issue.
Key Current -State Pain -Points & Redundancies / Inefficiencies ("Waste")
Inconsistent tracking of information: The Municipality does not have an
integrated system to track inquiries. As a result, tracking inquiries requires
additional effort to triage the inquiry correctly and provide the customer with up-
to-date information. Once an inquiry is triaged, the Mayor's Office often needs to
follow-up multiple times as the inquiry progress/analysis rests with different
departments. This multi -departmental handling of issues and lack of a
centralized system to track them make it challenging for staff to provide
customers with correct information in a timely manner. This results in additional
customer follow-up calls and emails.
Multiple channels to voice inquiry/complaint: Currently there are multiple
incoming channels for customers to submit inquiries / complaints (i.e., Mayor's
office, councillors, social media, multiple departments). While the channel
optionality is positive to support a personalized customer experience, there is no
internal process to track / integrate incoming complaints. Lack of centralization to
manage inbound requests across all channels has resulted in delayed response
times, missed responses and delivery of partial service / information. This has
also resulted in duplicated effort to process service requests.
CSPn 41
Varying levels of public awareness of the Municipality's communication
policy: The general public lacks knowledge on Clarington's communication
policy, specifically guidelines around resolution timelines. This lack of
understanding is likely a result of inaccessible public information. Residents find
it difficult to locate information pertinent to their service needs. As a result, there
are misinformed service level expectations. This drives more customer calls,
complaints, and follow-ups, resulting in more internal effort and inefficiencies to
complete service -related processes.
2) Completion of a Tax Payment
This journey outlines the process of preparing for and processing a tax payment. The
key stakeholders involved includes staff in Financial Services, specifically taxation, and
the Clerks role.
Key Current -State Pain -Points & Redundancies / Inefficiencies ("Waste")
No centralized knowledge base tool: Currently there is no centralized tool to
support knowledge sharing across the organization. Lack of access to
specialized information makes it challenging for Clerks to appropriately resolve
more complex tax inquiries. SharePoint is currently being developed and rolled -
out across the organization to mitigate this but is not currently accessible and / or
being used.
Unknown / unclear role boundaries: Some tax inquiries are complex and
contain private personal information. These transactions require specialized
knowledge and system access to process.
Specialized knowledge required: Many processes require specialized
knowledge to complete tax transactions, limiting the scope of services front-line
service employees can process.
3) Registration for a Municipal Program
This journey outlines the process of coordinating with and assisting customers to
register for a Municipal program. The stakeholders reside within Community Services
and include Program Managers, Facility CSRs, and Client Services Clerks.
Key Current -State Pain -Points & Redundancies / Inefficiencies ("Waste")
• Staffing implications of part-time staff: Documentation of processes and
progress of projects is inconsistent, causing difficulty for part-time staff to stay up
to date / informed. This knowledge gap makes it difficult for staff to successfully
complete impacted service transactions.
Inconsistent / underutilization of tools and processes: The use of manual /
paper -based processes (i.e., tracking cancellations) and digital tools (i.e.,
ActiveNet notetaking not utilized or maintained correctly) are inconsistent. These
inefficient practices for documentation, reporting and schedule management
make it challenging for staff to complete transactions and deliver error -free
service experiences.
,cspn 42
Duplicated work efforts: The implications resulting from the combined use of
paper for tracking, limited functionality of OneNote to track information and
outdated maintenance of ActiveNet often results in duplicated work effort for
employees.
4) Approval of a Special Event Permit
This journey outlines the process of assisting a customer in the planning and
implementation of a special event. The key stakeholders involved span the organization
dependent on the specific event / permit.
Key Current -State Pain -Points & Redundancies / Inefficiencies ("Waste")
Multiple departments involved without integrated processes: Many
departments are involved to support residents and community members with
event planning. However, there is little internal communication or integration
across the departments. Lack of clarity on who is involved, when, and what the
outcomes of each service touchpoint are has resulted in delayed service
interactions, service errors and inefficiencies in internal processes to deliver.
• Knowledge sharing is limited: Knowledge for the process currently resides with
one person. This is a major risk and currently causes delays and gaps in service
delivery when they are unavailable.
• Unclear permit processing: Permits must be applied for in specific order, but
customers often enter the process at whatever place they feel is easiest. This is
likely due to lack of clarity / communication on the end -to -end process
requirements. These additional customer touchpoints cause more work, time,
and effort for Clarington to complete service requests.
• Customer escalations are common: Customers will escalate complaints /
requests when they do not like the answer provided. Frontline service workers
often feel undermined when their answer is overridden when their initial response
was deemed appropriate based on training. Escalation process also causes
duplication of work.
• Multiple permits required: Required permits are issued by separate
departments. Since multiple permits are required for special events, there is a
redundancy in the information that has to be submitted by the customer and
processed by Clarington.
5) Resolution of a Snow Clearing Issue
This journey outlines the resolution of a snow clearing issue for both sidewalks and
roads (Regional / Municipal). The stakeholders involved were Community Services,
Public Works, and By -Law Enforcement.
Key Current -State Pain -Points & Redundancies / Inefficiencies ("Waste")
• Lack of departmental integration: Public Works and Municipal Law
Enforcement use different systems to track and manage inquiries due to privacy
restrictions. As a result, staff within Public Works do not have access to
CSPn 43
Municipal By -Law systems to service customer requests. By -Law also does not
have access to CityWide, limiting their visibility to provide accurate
communication updates to customers. This results in customers being
transferred or contacting the Municipality multiple times to have questions
answered and issues resolved.
External Communication channels inefficient: Website and outbound
communication to residents during snow events lack clarity. Residents are often
unaware of Municipal service timelines and guidelines to have snow removed
from surrounding roads. This lack of clarity results in a surge of customer
inquires through phone and email requesting information that could / should be
readily accessible.
Numerous process "non -value" process steps: significant time and effort is
required to handle customer issues / inquiries and often involve multiple
departments being involved when they are not required.
6) Resolution of a Property Standards Complaint
This journey outlines the process of intaking and the resolution of a property standards
complaint, including the process of reviewing and actioning by-law infractions. The roles
involved are the Municipal Law Clerk II and Municipal Law Enforcement Officer.
Key Current -State Pain -Points & Redundancies / Inefficiencies ("Waste")
Inefficient access to timely information: LDO is not available to officers when
out in the field. This lack of on -demand access to information regarding complaint
and customer contact data makes it challenging for officers to complete tasks or
process immediate updates. This is being resolved with the deployment of
AMANDA which will include a remote portal.
• Lack of understanding to self -resolve issues: Many phone complaints are
simple issues that a customer could self -resolve if they had access to the correct
information. However, since every complaint must be done in writing, phone
complaints must be manually transcribed by the complainant and sent. This
process takes time and effort away from resolving more complex issues.
Incomplete complaints form documentation: Incoming complaints / forms are
not detailed enough to move forward with processing the complaint. Residents
are required to fill-in the complaint form then provide additional information once
the request is being processed. This causes extra customer touchpoints and
work to complete the process. This also results in an inconsistent amount, detail
level and quality of notes captured about a complaint in LDO.
7) Approval of an In -House Apartment Permit
This journey outlines the process of a resident inquiring and applying for a permit for an
in-house apartment renovation, including the building inspection process. The
department involved is Planning & Development Services.
CSPn 44
Key Current -State Pain -Points & Redundancies / Inefficiencies ("Waste")
Poor integration between department divisions: General siloed nature of
Planning / Building department structure, processes, systems, services, and
activities place major barriers and challenges to collaboration. This lack of
integration demands manual activities between employees, resulting in inefficient
knowledge transfer and communication between departments.
Lack of transparency with permitting approvals: There is a general lack of
transparency and visibility into status / progress of permit approvals. This results
in additional customer inquiries asking for status updates.
Misalignment of roles and responsibilities: The use of general inboxes for
departments can cause confusion on who "owns" the activity / permit. This lack of
clarity around task / job ownership causes delays in processing requests and
internal hand-offs.
The Customer Journey Maps show that the Municipality has made strides to improve
the delivery of service, both internally and externally. However, there is still room for
improvement.
Below is a list of key areas of customer service where many of the maps highlight that
the customer experience and operational process could be improved to reduce
inefficiencies and redundancies.
Area
Disjointed
Technology
Service
Standards
Descri
Staff across departments do not have access to centralized
systems for processing transactions and accessing knowledge.
This causes gaps in communication, extended transaction
processing and duplication of work. It is important that the
Municipality centralize and integrate existing technology systems.
This will be addressed with the build and deployment of AMANDA.
Service standards applicable to many departments are not defined
and / or not widely known by customers. This lack of clarity results
in additional customer inquiries / requests requiring staff to
conduct additional work.
Customer Outbound communication to customers is often inconsistent or
Communication lacks clarity. This knowledge gap in essential information (e.g.,
complaint status, service status) results in more inbound requests,
causing additional work effort for staff.
Transparency Limited visibility into process status (from a customer and
employee perspective) results in more inbound inquiries from
customers to ask for status updates. Employees who cannot
access certain systems due to privacy restrictions are forced to
transfer customer calls to multiple departments. This results in
more people required to process transactions, yielding longer
resolution times and increased work effort.
*csP11 45
Area Description
Multi -Channel Customers have the option to contact the Municipality through
Access multiple channels, however there is no centralized system to
manage inbound requests. This results in delayed responses, lost
service requests and additional work effort to complete.
Centralized Service Opportunities & Recommendations
Clarington's Centralization Framework
Centralizing Customer Service is a strategic, large-scale initiative that involves all
departments listed in Appendix III within the Municipality. To best support Clarington
through this long-term transformation, identified improvement opportunities and
recommendations from the review are structured as a three -stage Centralization
Framework.
This approach allows for the alignment of key information and outputs from the review
including findings, recommendations, impacts / benefits, and implementation needs.
The structure helps to outline the Municipality's transformation "journey" in a clear and
organized way while also providing a roadmap-style tool that can be used for current
state implementation and future state planning. The following diagram summarizes the
recommended three -stage Centralization Framework for Clarington.
Clarington Centralization Framework
CSPn 46
STRATEGY & PARTNERSHIP: Customer -Centric Culture
W_
•'
4
Service Performance
Operating Model &
Strategy Measures
Governance Structure
PEOPLE: Right Roles & Right Knowledge
ET
Support & Training
Team Members Roles
Materials / Tools
& Responsibilities
PROCESS: Streamlined Operations & Activities
' Q
LILXJ
Formal Operations &
Centralized Service
Agreements
Operations Activities
TECHNOLOGY: Digital Systems & Support
Tools
90
SharePoint AMANDA Inquiry
Mitel ServiceData-
Knowledgebase Alignment Portal
MiContact Tracking
Improvement Opportunities & Recommendations
Iva
myDurham Service
Partnership
Multi -Facility
Service Structure
Uditional Centralized
Operations & Service
Activities
To transform the existing customer service experience and processes into a centralized
model requires the Municipality to implement a program of recommendations.
Considering the strategic plan and analyses presented, we have developed a set of
recommendations for how Clarington will implement a centralized customer service
model.
Recommendations below are aligned to the three -stage Centralization Framework.
Readers should note that the expenses and cost savings identified are by order of
magnitude as many decisions that will affect them are still to be made.
Recommendations within this stage are estimated to be completed and implemented
within two years. The primary focus is on the setup of the organization and enabling
employees with the capability, knowledge, and tools to deliver service successfully
through a centralized model.
,,cslarn 47
Opportunities have been categorized by Strategic Theme. A summary of each
opportunity, the associated costs to implement and anticipated cost / efficiency savings
is outlined in the table below. Details on cost / savings analysis can be found in
Appendix IV.
COST TO
COST /
RECOMMENDATION
IMPLEMENT
EFFICIENCY
SAVING
S1 Create an Organizational "Service Excellence"
INT
N/A
Strategy
S2
Define Organizational Service Level Standards
$0-$10,000
N/A
& Metrics
S3
Implement Durham311 Telephone Exchange
N/A
$0-10,000
Agreement
R1
Develop Service Summaries for all
INT
$10,000-
Departments
$50K
R2
Create Support Materials, Guides, & Tools
INT
I
$10,000-
$50K
P1
Create Process Maps for Service -Related
$10-$50,000
N/A
Operations
P2 Develop Formal Service Agreements for INT N/A
Impacted Departments
T1 Align AMANDA Planning & Design to $10,000- N/A
Centralized Service $50K
T2 Build SharePoint Site for Centralized Service $0-$10,000 $10,000-
Team $50K
Leverage "Planning" Customer Inquiry Portal as $50,000-
T3 Interim CRM System INT $100K
T4 Deploy Data Tracking & Management for $10,000- N/A
Centralized Service $50K
Estimated Stage Totals $30-$170K $80-$260K
STRATEGIES & PARTNERSHIPS FOR SERVICE CENTRALIZATION
Improvement Opportunities & Considerations
, csPn 48
• The foundation or framework for the customer service strategy is not defined. As a
result, there is inconsistent understanding of what service "success" looks like at
Clarington.
• The success of service initiatives will be dependent on the organizational culture /
buy -in to support a centralized service model.
Clarington will need to determine what level of autonomy they wish to maintain over
customer service interactions and processes in the long-term. The opportunity to
partner with Durham in the long-term needs to be determined.
S1: Create an Organizational "Service Excellence" Strategy
Overview
• Define what "Great" customer service looks like at the organizational level and align
all departments / employees with the consistent goals and expectations.
• Strategy Elements Include
— Vision Statement to articulate the overarching purpose / goal for Clarington
Customer Service.
— Guiding Principles / Pillars to articulate tangible actions / behaviours supporting
the Vison.
— Customer Service Training program deployed to support Guiding Principles /
Pillars.
Key Implementation Requirements
• Engage the organization in the process of creating the strategy to generate more
buy -in. The team leading the centralized service function should lead the
engagement and work with all departments to get buy -in on service requirements
and expectations.
• Facilitate a visioning workshop to uncover sentiments and develop Service Strategy.
Key Benefits & Value
• Create a common language for service that supports employee decision making /
autonomy.
• Decrease number of transfers and escalations from frontline employees requiring
support.
Associated Costs & Savings
• Cost to Implement: INT. Internal labor costs associated with strategy creation and
workshops.
• Cost Savings: N/A. No savings associated with strategy design. Savings associated
with the benefits after it has been implemented are captured within related
recommendations.
Resource Needs: External Consultant / Vendor.
CSPn 49
S2: Define Organizational Service Level Standards & Metrics
Overview
• Enhance data analysis and annual reporting through the creation of a measurement
framework to track / manage service performance.
• Establish clear requirements for reporting (Service Standards, Metrics, Frequency).
Develop a report outline for key performance indicators and metrics that could be
shared as a common template across departments. Build into larger corporate KPI
plan that CAO's Office is preparing.
• Leverage Mitel MiContact Centre Business features to collect phone -based handling
metrics (expand current contract scope with Mitel to include features)
• In the long-term build a "Voice -of -the -Customer" Program which is the formalized
way that an organization gathers customer feedback, analyzes, and actions what is
uncovered to make service experience improvements. Deploying an organization
wide VoC program will require an appropriate technology system to support metric
capture.
• Service Level Standards (*defined on pg. 26)
— First -Touch Resolution Rate (FTR), Average Resolution Time (ART), Interactions
Per Resolution (IPR), First -Response Time (FRT), Average Idle Time (AIT),
Abandon Rate (ABR)
• Service Experience Metrics: (*defined on pg. 26)
— Customer Satisfaction Score (CSAT), Net Promoter Score (NPS), Customer
Effort Score (CES), Customer Interaction Preferences (CIP)
Key Implementation Requirements
Align the Standards and Metrics to elements within the Service Excellence strategy.
Expand use of Mitel to include Insights and Reports; negotiate contract.
Pilot test to confirm data capture & tracking abilities in IT systems.
Key Benefits & Value
Quantify and track performance levels to identify and action service issues /
improvements
Standardize service quality levels across departments / employees
Setup foundation for full Voice -of -the -Customer Program for further understand
customer needs
Associated Costs & Savings
Cost to Implement: $0 - $10,000 (one-time), and $0 - $10,000 (annual). Costs are
associated with additional services required from Mitel MiContact Business Center.
Cost Savings: N/A. Metric tracking provides visibility into current performance which
could support the identification of recommendations / opportunities for future
savings. These savings would be project specific, and not captured in this general
opportunity.
CSPn 50
Resource Needs: Internal Resources.
S3: Implement Durham311 Telephone Exchange Agreement
Overview
• Participate in requested activity from Durham Region for interim resolution to
address overlapping 311 call routing. Calls from customers dialing 311 may get
directed to the Durham centre or may get directed to the municipality in error.
• This may be a mutually beneficial system across all Durham -area municipalities,
which will build a foundation for further partnering moving forward
Key Implementation Requirements
• Create centralized service phone number for incoming re -directed calls from the
Region.
• Create Support Material / Guide for Clarington Employees to forward calls to the
Region.
Key Benefits & Value
• Improve transfers for seamless customer inquiry handling.
• Decrease employee time / effort for transferring calls to Region.
Associated Costs & Savings
• Cost to Implement: N / A. Minimal internal effort to complete request.
• Cost Savings: $0 - $10,000. Savings result from reduced in -bound call requests for
surrounding municipalities. The reduced call volumes reduce employee effort,
yielding productivity savings.
• Resource Needs: Internal Resources (Work in Partnership with Durham).
RIGHT ROLES & RIGHT KNOWLEDGE FOR SERVICE CENTRALIZATION
Improvement Opportunities & Considerations
• General lack of documentation / knowledgebase to house organizational &
departmental service information pertaining to customer service requests /
processes. Lack of access to information creates challenges for employees to
resolve service requests outside of their area of expertise.
• Frontline employees do not always have up-to-date information about any changes
in services.
• Information sharing can be restricted between departments or difficult to find.
R1: Develop Service Summaries for all Departments & Employees
Overview
• Outline key service -related information in concise "Service Summaries", used by
Service Team.
CSPn 51
• The "Service Summary One -Page" includes information for the description of
department, organizational chart, services offered, key activities performed,
employee roles / responsibilities, contact information, & key subject matter expertise.
Key Implementation Requirements
• Collaborate with employees from each department to gather information / create
materials.
• Build Service Summary documents and share -out / review to relevant teams to
ensure accuracy.
• Utilize SharePoint platform to store / manage Service One -Page Summaries.
• Train employees on how to access and apply summaries (aligned to Training
Recommendation).
Key Benefits & Value
• Increase role clarity and autonomy among Service Team
• Decrease employee time / effort from errors or inefficiencies caused by incorrect
transfers
Associated Costs & Savings
• Cost to Implement: INT. Cost includes the build time / effort from internal employees.
• Cost Savings: $10,000 - $50,000. Not direct cost savings identified with the build of
the Service Summaries. Cost savings will result from the training and application of
Service Summaries. This is accounted for in the training related recommendations.
Resource Needs: Internal Resources.
R2: Create Support Materials, Guides, & Tools
Overview
• To support the desired customer experience and service standards, as detailed in
recommendation S2, it is recommended that the Municipality develop customer
service training for all customer -facing staff to ensure service delivery is consistent.
• The table below details the steps required to develop customer service training.
• Create standardized support / training tailored for the centralized structure of
services and activities. Training should be designed to educate service employees
on the scope of customer interactions they are required to manage and what
interactions can be escalated. The objective is to adequately train employees on job
scope to reduce escalations and transfers.
• Key Support Material to Include
— Organizational "Triage -Tree": Visual diagram of the organizational structure that
outlines key information from Service Summaries to support employees with
knowing where, when, and how to transfer calls.
CSPn 52
— Common FAA's: List of customer frequently asked questions that employees can
access.
Service Delivery Job Aids: Reference guides of key procedures / activities performed by
employees to complete services.
The Customer Service Training architecture should follow this format:
1. Desired Customer Experience: Define customer needs and expectations
2. Standards: Define desired customer service standards
3. Competencies and Behaviours: Define the desired competencies and behaviours
required to achieve process and service standards
4. Process Maps: Define and illustrate the process and ensure alignment to service
standards
5. Procedure / Work Instruction: Detail how staff should perform steps in the
process and ensure alignment to experience and service standards
6. Tools and Templates: Develop the tools and templates required to support the
process and the customer experience
Key Implementation Requirements
• Collaborate with the HR Division to leverage existing training collateral on service
delivery.
• Co -develop content for materials / guides with appropriate department subject
experts.
• Utilize SharePoint to store / manage all the created materials
Key Benefits & Value
• Decrease escalations / transfers by ensuring knowledge is available to action simple
inquiries.
• Deliver consistent service aligned to defined service standards.
Associated Costs & Savings
• Cost to Implement: INT. Costs to implement includes the build time / effort from
internal employees.
• Cost Savings: $10,000 - $50,000. This is a cumulative savings which results from
the on -going application of learning and access to knowledge.
• Resource Needs: Internal Resources
STREAMLINED PROCESS & ACTIVITIES FOR SERVICE CENTRALIZATION
Improvement Opportunities & Considerations
• Siloed organizational structure and departmental operations supporting delivery of
services. This creates challenges for cross -functional coordination of employees to
streamline service delivery.
csPn 53
• Multiple service intake channels/options provide customers with greater choice to
submit service requests. However, the lack of centralization for inbound inquiries
results in more customer touchpoints and work effort to complete transactions.
• General lack of certainty and consistency in delivering services due to
undocumented processes.
P1: Create Process Maps for Service -Related Operations
Overview
• Outline the elements required for employees to deliver services, including internal
workflow, activities, employees involved, and IT Systems used.
• Complete process maps for all current customer -facing services as well as internal
service support functions that will become part of the centralized model. Provide
clear context on what services are centralized and what services are executed by
individual departments (when and how).
• Validate process maps and include as a Job -Aid for training.
Key Implementation Requirements
• Leverage existing research to build baseline maps (AMANDA Maps / Service
Journeys).
• Facilitate departmental & cross -functional group workshops to document detailed
processes.
Key Benefits & Value
• Identify / resolve inefficiencies within processes prior to executing centralization
initiatives.
• Build vital knowledgebase as foundation of future -state process maps for centralized
services.
Associated Costs & Savings
• Cost to Implement: $10,000 - $50,000. Costs to build reflect external resource
requirements. If available, skilled internal resources can be used, however this
would require weeks of dedicated project -based work.
• Cost Savings: N/A. Not direct cost savings identified with the build of Process Maps.
Costs savings will result from the training and application of Process Maps. This is
accounted for in the training related recommendations.
Resource Needs: Support External Resources
P2: Develop Formal Service Agreements for Impacted Departments
Overview
• Define the service expectations and agreement of the service structure between
impacted departments. These "Service Summaries" act as an agreement and
reference guide for effective collaboration between the Service Team and individual
departments.
CSPn 54
• "Service Agreements" include information to define the service expectations, division
of responsibilities / accountability, specific service standards, key policies /
regulations, escalation / transfer procedures.
Additional Agreements must be created for each partnership (i.e., myDurham,
Vendors / Contractors, 3rd Party Regional Contact Center for Overflow / After Hours
Service)
Sample Service Agreement Content
A customer Service Agreement is an agreement between Service Clarington and an
internal customer (e.g., department) or external customer (e.g., partner). Key pieces of
information to include in the Service Agreement are:
• Scope of Services — Identification of the scope of services provided by Service
Clarington. This should be aligned to the service processes mapped and reflect
what customer questions, inquires and requests can be managed by Service
Clarington prior to transferring the call. This can be designed as service -based
scenario knowledge trees.
• Commitments - Specify the commitments that you agreed to fulfill for internal
customers (departments or partners). A commitment is a level of service that is
agreed upon and can be measured in a qualitative or quantitative way. This
should be aligned to the service level standards / KPIs identified.
• Governance — Questions of "Why", "Who does what?" and "When does it get
done" need to be addressed. Clear hand-off points for service delivery for each
department or partner needs to be established based on roles and
responsibilities.
• Operations — Day-to-day activities related to Service Clarington's delivery of
services.
• Performance — Identification of outputs and outcomes internal and external
customers expect to achieve from the agreements.
Key Implementation Requirements
• Collaborate with employees in each department to gather information and create
materials.
• Co -Develop Service Agreements and review with relevant teams to ensure accuracy.
• Utilize SharePoint platform to store / manage Service Agreements.
Key Benefits & Value
• Eliminate ambiguity by defining responsibilities and accountability of each service
partner.
• Tailored Agreements ensure formal "rules" are followed by each group involved and
that the quality level of service is met.
Associated Costs & Savings
• Cost to Implement: INT. Cost includes the build time / effort from internal employees.
csPn 55
• Cost Savings: N/A. No direct cost savings identified with the build of Service
Agreements. Cost savings will result from the training and application of Service
Agreements to properly execute roles. This is accounted for in the training related
recommendations.
• Resource Needs: Internal Resource.
IT SYSTEMS & SUPPORT TOOLS FOR SERVICE CENTRALIZATION
Improvement Opportunities & Considerations
• Non-integrated / siloed IT infrastructure across departments causes significant
challenges to delivering and centralizing services both within departments and cross -
functionally. Access to system information and request processing is limited to
system accessibility and functionality.
A large-scale digital transformation initiative is underway with the build and
deployment of AMANDA. This will address many identified service improvement
opportunities, including workflow management, remote access to data, customer
portal, CRM functionality, service management and integration and access to a
knowledge base.
Alignment of design / build of the AMANDA System with the structure and
implementation of centralized service model is vital to the success of both initiatives.
AMANDA needs to be designed to meet the requirements from a quality of content,
access of information, tracking of metrics share -out of information required to support a
centralized service delivery model.
T1: Align AMANDA Planning & Design to Centralized Service
Overview
• Create, validate, and socialize a master list of services that need to be included
within the build of AMANDA to enable centralized service delivery The specific
recommended centralized service functions to be included in AMANDA can be found
in Appendix III.
• Align the Streamline "Folder" structure of the system so there are no / minimal
duplicates (i.e., complaints management structured as single folder as opposed to
individual departments).
• Integrate existing technology with AMANDA. Key integration areas or functions for
AMANDA to have included in its design are:
o Point -of -Sale System, LDO, CityWide, ActiveNet, Mitel MiContact Centre
Business (Telephony SQL Data -Tracking), Inquiry Portal
• Define customer portal requirements (to be hosted on AMANDA) to support self -
serve functionality. Recommended Customer Portal functions include:
• Make Payments, Complete / Submit Forms, Address Issue / Inquiry, View /
Download Personal Information Statements, Apply / Approval for Permits, Licenses,
Certificates.
Key Implementation Requirements
csPn 56
• Collaborate with IT vendor to discuss centralization recommendations and confirm
actions.
• Modify / add key centralization functionality requirements into AMANDA System
design.
Key Benefits & Value
• Empower Customers with greater online / self -serve capabilities.
• Decrease incoming customer requests for "simple" service tasks
• Decrease incoming customer inquiries / follow-ups.
• Ability to achieve some of the estimated cost savings from efficiencies are
dependent on system functionality.
Associated Costs & Savings
• Cost to Implement: $10,000 - $50,000. Cost associated with the design to scope the
build for the additional AMANDA features.
• Cost Savings: N/A. Cost savings associated with the use of AMANDA to deliver
streamlined, centralized services reflected in individual opportunities.
Resource Needs: External Vendor Resource.
T2: Build SharePoint Site for Centralized Service Team
Overview
• Leverage current initiative for SharePoint to design & build a SharePoint site tailored
to the centralized service model. Make the site accessible to Team Members as the
primary knowledge management system.
• Outside of site -specific requirements, design of the overall SharePoint architecture
must be readily accessible and simplified for the centralized service team to
navigate. This means minimizing the number of windows / steps to access
information.
• Upload all knowledge content to SharePoint including Training Materials, Job Aids,
Process Maps, Service Summaries, Service Agreements.
Key Implementation Requirements
• Collaborate with relevant departments to co -define architecture & content to be
included.
• Provide Service Team with training on use of SharePoint site and upload content.
Key Benefits & Value
• Increase knowledge / information accessing, sharing & updating.
• Dramatically decrease response time for inquiries & transfers to departments for
"simple" tasks.
Associated Costs & Savings
csPn 57
• Cost to Implement: $0 - $10,000. Costs to implement includes the build time / effort
from internal employees.
• Cost Savings: $10,000 - $50,000. Cost savings associated with the on -going use of
knowledge available within SharePoint.
• Resource Needs: Internal Resource.
T3: Leverage "Planning" Customer Inquiry Portal as Interim CRM System
Overview
• Leverage the existing Customer Inquiry Portal (digital CRM-style tool) as an interim
CRM-style tool until the AMANDA System is fully deployed and operational.
• Expand the current scope of tool to include all relevant services for centralized
delivery. Use the current Customer template as a guide to design / build individual
platforms for Office of the CAO, Community Services, Legislative Services, Financial
Services, and Public Works departments.
• Ensure data -tracking for the Inquiry Portal is consistent across departments and
aligned to AMANDA System functionality to ensure the future integration of data
when deployed.
Key Implementation Requirements
• IT Team to collaborate with above departments to define individual Customer Inquiry
Portal need.
• Build codified Inquiry Portal and provide training / guides to employee teams utilizing
the tool.
• During the AMANDA build, ensure requirements for the integration of the Portal are
met. Integrate Portal documentation during the appropriate build phase.
Key Benefits & Value
• Great ability to track / manage customer inquiries reducing duplicated effort and
miscommunication
Associated Costs & Savings
• Cost to Implement: INT. Costs to implement includes the build time / effort from
internal employees.
• Cost Savings: $50,000 - $100,000. Cost saving associated with the use and data
integration.
• Resource Needs: Internal Resources.
T4: Deploy Data Tracking & Management for Centralized Service
Overview
• Modify Mitel telephony system to include data -tracking / reporting function. Align with
recommended standards, metrics, and service -related information.
CSPn 58
• Collaborate with Mitel to confirm alignment / integration of data tracking between the
AMANDA System and Mitel MiConnect Business Centre.
• Ensure integration of other internal systems collecting customer data with AMANDA.
Key service data -tracking sources include:
— ActiveNet, Mitel (SQL format), CityWide, Vailtech, Inquiry Portal (Current Internal
Version & Future Designed Version), Social Media Management App
• Comprehensive data collection includes Customer Information, Business
Information, and Operational Information, which should be available and accessible
in a single data repository.
• Build of interim tracking dashboard for the Inquiry Portal
Key Implementation Requirements
• Confirm / validate organizational and service standards / metrics to be used.
• Collaborate with IT Vendor to plan design of required systems integrated for data
collection.
Key Benefits & Value
• Increase transparency of information within centralized service team and across
departments
• Improve overall data -collection for greater understanding and analysis capabilities for
identifying improvement opportunities.
• Decrease employee time / effort in gathering & analyzing information.
Associated Costs & Savings
Cost to Implement: $10,000 - $50,000. Costs associated with the additional scope of
Mitel MiConnect Business Centre required.
Cost Savings: N/A. Costs savings associated with the on -going use of metrics /
measurement included within individual opportunities.
Resource Needs: External Vendor Resources.
STAGE 2.0: FUNDAMENTAL SERVICE
Recommendations within this stage are estimated to be completed and implemented
within two to five years. The primary focus is on the finalization of previous preparation
activities, onboarding employees, and the rollout of the centralized service team.
Below is a visual summary of what the centralized service delivery model will look like.
Customers will have the opportunity to contact Service Clarington via phone, email,
web -based tool, or Service Desk. All in -bound contact points will be streamlined by
limiting access through one phone number, one email, single contact page on a web -
tool and one physical service desk. Customer contacts will be logged, tracked, and
centralized within the AMANDA system. As an interim solution while AMANDA is being
CSPn 59
built, Clarington can leverage the Inquiry Portal (with the captured data being integrated
into AMANDA). Inquiries are handled by dedicated Contact Centre Agents (manage
phone, email, and web requests) and Service Desk Agents (manage in -person
requests).
Both the Contact Centre Agents and Service Desk Agents will be the first point of
contact for customers. It is expected these individuals will manage service interactions
for all departments based on the defined Service Agreements. To enable employees
with the right knowledge to complete these transactions, they will have access to
general and specialized information housed on SharePoint (which will eventually be
integrated into AMANDA). Any interactions that require highly specialized knowledge
will be transferred to the appropriate department.
Note: SharePoint will act as a cloud -based platform to house all job / activity specific
information. It will include all training content which is comprised of detailed job
descriptions, job processes, Service Agreements and Service Standards.
Summary Operating Model
Contact from Streamlined
Multichannel
Department
Customer Entry Point
Service Delivery
Collaboration
Based on Service
N
Agreements
`� 1 E-mail Eli
Agent -
Complete Service
1 Phone Address 1 Web
Request as First
-1 Number Tool
Point of Contact
10 15ervice L,
Desk
. _
' Transfer to Individual
Departments
TECHNOLOGY: Digital Systems & Support Tools
Mitel MiContact Inquiry
AMANDA
SharePoint
Business Centre Portal
System
Knowledgebase
Opportunities to support the build and delivery of this model have been categorized by
Strategic Theme. A summary of each opportunity, the associated costs to implement
and anticipated cost / efficiency savings is outlined in the table below. Details on cost /
savings analysis can be found in Appendix IV.
If
,cspn 60
COST TO
COST /
RECOMMENDATION
IMPLEMENT
EFFICIENCY
SAVING
S4
Operating Model of Centralized Service Team
$10,000-
$50K
N/A
S5
Governance Structure of Centralized Service
$50,000-
N/A
Team
$100K
R3
Service Team Roles & Responsibilities
INT
N/A
R4
Skills & Knowledge of Cross -Trained Service
$10,000-
$10,000-
Team Members
$50K
$50K
P3
Fundamental Services Performed through
N/A
$160K-
Centralization
$285K
T5
Modified Service Entry / Communication
$10,000-
$50,000-
Channels for Centralized Service
$50K
$100K
$90,000-
$220,000-
Estimated Stage Totals
$300,000
$435,000
STRATEGY & PARTNERSHIPS FOR SERVICE CENTRALIZATION
Improvement Opportunities & Considerations
• Combine similar services currently being performed by multiple departments / teams.
• Streamline and simplify delivery of services to decrease employee time / effort for
transactions
Centralize in -bound service requests channels (e.g., e-mail, phone, web portal, in -
person) to enable multi -channel service functionality with stronger internal control.
_i4: Operating Model of Centralized Service Team
Overview
• Centralized Service operations should be delivered through two channels, 1) Service
Desk (physical location), and 2) Contact Centre.
• The Service Desk and Contact Centre act as the primary channel for "direct" access
to the Municipality and the only channel promoted publicly.
• The Service Desk is responsible for processing in -person service transactions and
the Contact Centre is responsible for managing service requests coming in via
phone, e-mail, and web portal.
• It is recommended that general email boxes and phone extensions that are widely
accessible by the public should be removed from the departments / services that
csPn 61
have been identified to be centralized in Stage 2.0. Note, this does not include
individual Recreation Facilities.
• Existing departments may choose to support direct customer contact; however,
these in -bound contact points should not be promoted to the public (specifics will
need to be outlined within the Service Agreements with individual departments).
• Hours of Operation are defined as
o Business Hours: Monday — Friday (8:30am — 4:30pm)
o After Hours: Days and Times outside of Business Hours
Operating Model Details
Centralized Service Desk
• Overview: General walk-in customer support for identified Stage 2.0 centralized
services.
• Location: Municipal Administrative Centre (existing desk in lobby; modifications
required).
• Operating Hours: Monday — Friday (8:30am — 4:30pm).
• Service Channels:
o Service Desk — physical location for in -person service to customers.
o Phone - one external number available to customers.
o E-mail - one external address / inbox available to customers.
• Resources: 2 Full -Time, Cross -Trained Clerks available during operating hours
Centralized Contact Centre
• Overview: General in -bound service support for all departments and business
units across The Municipality of Clarington.
• Location: Garnet B. Rickard Recreation Complex.
• Operating Hours:
o Monday — Friday (7:00am — 8:OOpm).
o Saturday — Sunday (8:OOam — 4:OOpm).
• Channels:
o Phone - one external number available to customers.
o E-mail - one external address / inbox available to customers.
o Web -Tool — online submission -form available to customers (powered by
AMANDA).
• Resources: 3 Cross -Trained Clerks Available During Business Hours and 2 Part -
Time, Cross -Trained Clerks Available During After Business Hours.
Key Implementation Requirements
• Setup a single centralized email address and phone extension for the Service
Clarington team.
• Close-out general mailboxes and phone extensions for departments identified for
centralization in Stage 2.0 (close-out decision based on Service Agreements).
Key Benefits & Value
CSPn 62
• Decrease employee time/effort for actioning or transferring customer needs that are
not part of their department services.
• Improve employee efficiency/productivity from decreased disruption by in -person
customer needs.
• Minimize amount of customer contact for "simple" requests directed to department
employees.
• Extend operating hours to improve accessibility and reduce peaks in contact
volumes.
Associated Costs & Savings
• Cost to Implement: $10,000 - $50,000. Costs to implement includes the build time /
effort from internal employees.
• Cost Savings: N/A. Cost savings associated with the implementation of the operating
model captured in individual opportunities.
• Resource Needs: Internal — Added PT Employees.
S4: Governance Structure of Centralized Service Team
Overview
• The new "Service Clarington" team responsible for the management & delivery of
centralized customer service should be incorporated in the Community Services
department.
• The organizational chart for Service Team aligns to the existing structure and
hierarchy which currently exists within the Community Services department. These
roles include:
— Director, Manager, Coordinator, Clerk I / Clerk II
• The leadership hierarchy / roles of Director, Manager, and Coordinator are
recommended to remain the same. The Service Team should be incorporated into
existing department structure.
• Recommended Frontline Service Team Members
— 1 F/T (Existing Office of the CAO)
— 1 F/T (Existing Community Services)
— 1 F/T (Existing Legislative Services)
— 1 F/T (Existing Financial Services - Tax)
— 1 F/T (Existing Public Works)
— 2 P/T (New -Hire No Specialization)
— 1 F/T (Existing Planning & Development) — Back Up
— 1 P/T (Existing Community Services) — Back Up
CSPn 63
• The only requirement for specific Clerks to be positioned in either the Service Desk
or Contact Centre roles is based on "after -hour" scheduling.
• It is recommended all Centralized Service Team Employees be cross trained to allow
for flexibility in skills and coverage.
Key Implementation Requirements
• Extended hours and coverage can be managed through modifying existing
employees' schedules and / or hiring additional part-time employees.
• As referenced in the Internal Landscape findings, considerations to collective
bargaining agreements and employee morale must be considered when deciding the
most appropriate approach to providing after -hour contact centre coverage.
Key Benefits & Value
• Decrease number of customer contacts to various departments
• Increase frontline service skillset & knowledge across roles
• Increase transparency across roles and reduce effort when collaborating with
employees
• Improve employee experience and professional development with more streamlined
reporting with direct managers.
Associated Costs & Savings
• Cost to Implement: $50,000 - $100,000 for additional P/T Internal Resources to be
hired.
• Costing Savings: N/A. Cost savings associated with the implementation of the
governance model captured in individual opportunities.
• Resource Needs: Additional P/T Internal Resources to be hired.
RIGHT ROLES & RIGHT KNOWLEDGE FOR SERVICE CENTRALIZATION
Improvement Opportunities & Considerations
• Combine similar services and activities currently being performed by multiple
departments.
• Group key activities for select employee groups to identify synergies and
redundancies across roles. Transfer identified activities to Service Clarington to
streamline delivery of services. This will free -up time and capacity of employees
across departments.
• Centralization of roles will support more effective direct reporting, management, and
cohesion of team members.
R3: Service Team Roles & Responsibilities
Overview
K,,►[5pn 64
• The roles and responsibilities of the centralized service team should align to the
existing definitions within the Community Services department.
• Employee knowledge will need to expand to include the identified services being
centralized in Stage 2.0, however the activities performed are similar to those
currently being performed.
• Within Stage 2.0 it is recommended that the frontline Service Team act as
"generalists" with the ability to provide more basic information and services.
Requests requiring specialized knowledge should be transferred to the respective
department.
• The table below summarizes the key roles and responsibilities of the Service Team.
Centralized Service Team Roles & Responsibilities Details
Manager
• Define service success: In collaboration with the Director of Community Services,
responsible for defining the future of the Municipality's services.
• Coordinate service delivery: coordinate a standardized customer service approach
across all departments
• Train and upskill employees: provide customer service training
• Performance management: report out on KPI indicators
Coordinator
Determine resource requirements: identify and plan for resource requirements to
meet specified service coverage for all channels. Create effective and timely staffing
schedules for multi -shift, multi -site contact and front -desk centres
• Lead service team: manage day-to-day centralized customer service
accountabilities of the team
Managing scheduling conflicts: manage real-time changes to schedules to ensure
coverage and SLAs are being met
High-level Competency & Service Complexity (FIT), Medium -level Competency &
Service Complexity (PIT), & Back -Up
Take ownership of customer issues: take ownership of the customer's service
request and be the single point of contact for all enquiries related to the service
inquires, transactions, complaints, and requests. Provide information on the
expected resolution time, and updates on the progress made.
Escalate unresolved service requests to the appropriate internal departments:
for service requests beyond the scope identified in the Service Agreements, ensure
the request is being communicated to the right internal departments and that they
take the appropriate action to resolve it.
Collect prompt and accurate feedback from customers: where appropriate post -
transactions / experience, follow-up with customers, find out if the solution was
beneficial and take note of customer's suggestions on what can potentially improve
their experience.
csPn 65
Document shared knowledge: for unique service requests / situations, document
the successfully executed solution within SharePoint. Continuously add learning
content to the shared knowledgebase to support on -going learning.
Master the use of service software: all of the above tasks should be done
leveraging appropriate technology (AMANDA, Inquiry Portal, Mitel MiContact)
Key Implementation Requirements
As referenced in Internal Landscape findings, it is important to involve Pay Equity
Partners in the planning and redesign of any full-time job descriptions to ensure
regulatory compliance.
• Specific knowledge / skills required for the frontline Service Team needs to be
aligned to all department expectations and documented in the Service Agreements.
Department expectations may vary on the types of inquiries and level of detail
expected from the Service Team to deliver.
Key Benefits & Value
• Improve employee and customer understanding of the Municipal service roles &
responsibilities.
• Increase employee productivity and skill development with direct day-to-day
management / contact.
• Increase hours of operation for delivery & accessibility of key services to customers.
Associated Costs & Savings
• Cost to Implement: INT. Internal labor associated with training & development.
• Cost Savings: N/A. Savings captured with role clarity captured in individual
opportunities.
• Resource Needs: Internal Resources.
R4: Skills & Knowledge of Gross -Trained Service Team Members
Overview
• A centralized service team requires key skills & knowledge to effectively perform
their duties.
Every frontline Service Team member should have similar skills and knowledge with
the ability to complete all identified services to be centralized in Stage 2.0.
• It is recommended to develop service specific training and deliver to the full team.
Suggested training curriculum includes:
o Soft skills and knowledge focused on building rapport, handling difficult
situations, active listening / communication, and how to show empathy.
o Tactical skills and knowledge of all centralized services delivered,
employees / processes within departments, and service systems / tools
required.
CSPn 66
Key Implementation Requirements
• Identify Team Member skills, competencies, and knowledge gaps to design tailored
training. Opportunity to leverage this activity to train other employees across
departments.
Develop Service training curriculum and facilitate training sessions for Team
Members. Leverage external consultants with expertise in Municipal service training
design and delivery.
Key Benefits & Value
• Improve overall organizational customer service soft skills, competencies &
knowledge.
• Mitigate risk of decrease in service performance and / or loss of institutional
knowledge from employee -to -employee.
Associated Costs & Savings
• Cost to Implement: $10,000 - $50,000. Costs reflect external vendor to build and
deliver training.
• Costing Savings: $10,000 - $50,000. savings associated with productivity gains from
upskilled staff.
Resource Needs: External Vendor Resources to support creating and delivering
training.
STREAMLINED PROCESS & ACTIVITIES FOR SERVICE CENTRALIZATION
Improvement Opportunities & Considerations
• Combine similar services and activities currently being performed by multiple
departments.
• Decrease work redundancy and improve synergies of service tasks performed by
grouping key activities within a single process
P3: Fundamental Services Performed through Centralization
Overview
• The focus of Stage 2.0 is the centralization of more "basic" customer services across
departments (Planning & Development not included within this stage).
A comprehensive list of all recommended services to be centralized within this Stage is
found in the table below. The level of detail outlined is at the Customer Touchpoint level
aligned to the Service Inventory. Non -customer service -related departments / activities
are not included.
Stage 2.0 Services to be Centralized
Key content found in the table includes:
• Department and Business Line
CSPn 67
• Customer / Service Touchpoint
• Centralized Service: Service delivery model based on a single point of entry for all
service requests (centralized service). In all scenarios, The Service Team acts as the
first point of contact with the customer, however the level of responsibility to process
the request varies by service. A detailed list of service and service processing
responsibilities is summarized below.
— Full: Centralized Service Team owns all customer interactions related to the
service request.
— Partial: Centralized Service Team shares ownership of responsibilities to
process customer service request with departments.
— None: Centralized Service Team does not perform any activities related to the
processing of the service request.
• IT System Integration: Planned and recommended level of AMANDA integration for
services
— In -Scope: Service / activity included in current project plan to be incorporated in
System
— Recommend: Current out -of -scope service / activity recommended to be added
into project plan for incorporation into System
DEPARTMENT CENTRALIZE PHASE IT SYSTEM
SERVICE INTEGRATION
i
OFFICE OF THE CAO
Administration
Provide Information and Support to Full 2.0 Recommend
General Inquiries / Issues from Public
COMMUNITY SERVICES
Client Services
Provide Information and Support to Full 2.0 Recommend
General Inquiries / Issues from Public
Triage Incoming Inquires to Other Full 2.0 N / A
Departments / Business Lines
Manage Bookings and Registration for Partial 2.0 Recommend
Programs / Services / Rentals I
*csP11 68
DEPARTMENT CENTRALIZE PHASE IT SYSTEM 7
SERVICE INTEGRATION
• Recreation Classes, Fitness
Memberships, Facility Rentals,
Field / Ice Bookings
Process Payments for Bookings &
Registrations
• Recreation Classes, Fitness Partial 2.0 Recommend
Memberships, Facility Rentals,
Field / Ice
• Film Permitting None
LEGISLATIVE SERVICES
Council Services (Clerk's)
Provide Information and Support to Full
General Inquiries / Issues from Public
Process and Manage Approval of
Departmental Permits / Licenses
• Marriage License, Burial Permit Partial
/ Death Registration, Pension /
Life Certification, Lottery
Licensing, Business Licensing
Process and Manage Payments for Partial
Various Departmental Services
• Licenses, Parking Tickets, Full
Parking Permits
• FOI/MFIPPA Request,
Cemeteries (5)
Animal Services
N/A N/A
2.0 Recommend
2.0 In -Scope
Out -of -Scope
None ' N / A '
Recommend
In -Scope
Out-of-Scoipe
,csPn 69
DEPARTMENT CENTRALIZE I PHASE IT SYSTEM
SERVICE INTEGRATION
Provide Information and Support to Full 2.0 Recommend
General Inquiries / Issues from Public
FINANCIAL SERVICES
Taxation
Provide Information and Support to Full 2.0 Recommend
General Inquiries / Issues from Public
Complete and Manage Customer Partial 2.0 Recommend
Payments of Property Taxes
PUBLIC WORKS
Development, Operations and
Infrastructure
Provide Information and Support to Full 2.0 Recommend
General Inquiries / Issues from Public
EMERGENCY FIRE SERVICES
Fire Prevention
Provide Information and Support to Partial 2.0 Recommend
General Inquiries / Issues from Public
Key Implementation Requirements
• There is a potential for two years to pass from the development of this report to the
implementation of these centralized services. It is recommended to validate that the
services still align with any restrictions / requirements outlined in the Service
Agreement.
• Onboarding each identified service for centralization requires the recommendations
listed in Stage 1.0 and 2.0 to be completed. Further information can be found in the
high-level workplan for onboarding services in "Implementation Planning" of this
Report.
Key Benefits & Value
CSPn 70
• Decrease duplicate and redundant work effort across departments.
• Increase employee uninterrupted time and productivity / efficiency.
• Minimize time / effort required from employees getting involved in irrelevant service
requests.
Associated Costs & Savings
• Cost to Implement: N/A. Cost to implement reflected in the design recommendation
for AMANDA.
• Cost Savings: $100,000+. Savings associated with the elimination of redundancies
in service delivery.
• Resource Needs: Internal Resources.
IT SYSTEMS & SUPPORT TOOLS FOR SERVICE CENTRALIZATION
mprovement Opportunities & Considerations
• Integrate service delivery systems and tools for cross -functional collaboration.
• Structure service entry channels and processes to increase control over how
customers connect with the Municipality, who they contact with, and how they
progress through services.
Leverage existing tool functionality to get the most value out of current License fees
'5: Modified Service Entry / Communication Channels for Centralized Service
Overview
• Streamline public access from customer email. Create centralized service email /
inbox and close existing "general" mailboxes of departments identified in this stage
to have centralized services.
— Transition mailbox provider from Outlook to Mitel MiConnect to support multi -
person access to centralized email repository.
• Streamline public access from customer phone calls. Create a single, centralized
contact number and remove / restrict existing "general" departmental extensions of
identified departments incorporated into centralization.
• Reorganize online / website inquiry submission platform only send automated
submissions from public to centralized service team and not the general mailbox of
each department.
Key Implementation Requirements
• Confirm / validate general extensions, email boxes, and online / social media is
removed.
• Setup modified "single" entry channel into Service Clarington team and close others.
Key Benefits & Value
CSPn 71
• Decrease amount of employee effort / time from answering direct customer calls and
emails.
Minimize amount of "simple" customer contacts to department subject matter
experts.
Associated Costs & Savings
• Cost to Implement: $10,000 - $50,000 (annually).
• Cost Savings: $50,000 - $100,000. Cost savings associated with streamlined service
delivery (enabled by technology) captured in individual opportunities associated with
service delivery.
• Resource Needs: External Vendor Resources.
STAGE 3.0: COMPLEASERVICESo
Recommendations within this stage are estimated to be completed and implemented
over the course of or after the five-year mark. Primary focus is on the continued scale
of centralization to incorporate Multi -Facility Service Clarington offerings and greater
technology automation / functionality.
Opportunities to support the scaling and delivery of the model have been categorized by
Strategic Theme. A summary of each opportunity, the associated costs to implement
and anticipated cost / efficiency savings is outlined in the table below. Details on cost /
savings analysis can be found in Appendix IV.
RECOMMENDATION COST TO
IMPLEMENT
S6 Perform Feasibility Assessment for myDurham TBD
Partnership Opportunities
P4 Complex Services Performed through $50,000-
Centralization $100K
T6 Additional Self -Service Capabilities in $50,000-
Customer Portal $100K
Estimated Stage Totals $100,000-
$350,000
STRATEGY & PARTNERSHIP
Improvement Opportunities & Considerations
COST/
EFFICIENCY
SAVING
TBD
$100K-
$235K
$100,000+
TBD
$200,000-
$335,000
Confirm up-to-date cost / benefit of partnership with myDurham to make confident
and informed decision.
tcspn 72
• Leverage existing resources and centralized foundation from Stage 2.0 to increase
the complexity of services included in centralized team.
• Leverage Customer Portal infrastructure from AMANDA system to add more
functionality for services that customers are able to complete online
S6: Perform Feasibility Assessment for myDurham Partnership OpportunitieF-
Overview
• The value of partnering with Durham for centralized service is dependent on the
progress / status of Clarington's centralization transformation at the August 2023-25
timeframe. This is when Durham plans to be opening the opportunity to
Municipalities.
• It is recommended within this Stage (Stage 3.0) that the Municipality partner with
Durham through a Model 2: Partial Service partnership opportunity. However, it is
recommended that the opportunity be revisited closer to the availability date to
confirm the most viable way to move forward. During this stage, key considerations
to advance the partnership include:
— Effectiveness of Clarington's IT Systems and Tools
— Operating costs of running a Centralized Service Team
— Growing skills/knowledge required for Team Members to deliver additional
services
— Further need for increased hours of operation to public
Key Implementation Requirements
• Assess the "current" state of Clarington's centralized service landscape (current
refers to the timeframe of this recommended Stage in 2023-25).
• Diagnose the specifics of partnership capabilities, cost / saving, implementation
needs.
Key Benefits & Value
• Eliminate major Capital Expenditure for Enterprise Customer Relationship
Management System (CRM) & Omni channel Contact Centre IT infrastructure /
systems
• Decrease future resourcing needs for off -hours service. This is not a reduction in
any hired employees, it is in reference to the decreased need for additional new -
hires.
Associated Costs & Savings
• Cost to Implement: TBD. Resource requirement determined when partner model
selected.
• Costing Savings: TBD. No cost savings associated with the analysis of opportunities.
Once a partner model is selected, appropriate cost savings can be identified.
csPn 73
• Resource Needs: Internal or External Resources.
P5: Comolex Services Performed Throuah Centralization
• Stage 3.0 focus is the centralization of more "complex" customer services across
departments.
• Additional Focus is on the expansion of services to individual recreation facilities.
Adding a Multi -Facility model to the Municipal service landscape will have significant
costs associated with it from increasing CSR or adding Clerk positions into facilities.
Therefore, the incorporation of Multi -Facility service into the Centralization
Framework is not recommended within the timeline of the defined three stages.
Comprehensive list of all recommended services to be centralized at this stage found
in the table below. The level of detail outlined is at the Customer Touchpoint level
aligned with the Service Inventory created within this project. Noncustomer service -
related departments or activities are not included within the list.
Key Implementation Requirements
There is a potential for five years to pass from the development of this report to the
implementation of these centralized services. It is recommended to validate that the
services still align with any restrictions / requirements outlined in the Service
Agreement.
• Onboarding each identified service for centralization requires the recommendations
listed in Stage 1.0 and 2.0 to be completed. Further information can be found in the
high-level workplan for onboarding services on page 62.
Key Benefits & Value
• Decrease duplicate and redundant work effort across departments.
• Increase employee uninterrupted time and productivity / efficiency.
• Minimize time / effort required from employees getting involved in irrelevant service
requests.
Associated Costs & Savings
• Cost to Implement: $50,000 - $100,000. Potential to require additional employees to
service team
Cost Savings: $100,000+. Savings associated with elimination of inefficiencies in
delivering service.
• Resource Needs: Internal or External Resources
Stage 3.0 Services to be Centralized
Key content found in the table includes:
• Department and Business Line
• Customer / Service Touchpoint
-WI, 74
• Centralized Service: Service delivery model based on a single point of entry for all
service requests (centralized service). In all scenarios, The Service Team acts as the
first point of contact with the customer, however the level of responsibility to process
the request varies by service. A detailed list of service and service processing
responsibilities is summarized below.
— Full: Centralized Service Team owns all customer interactions related to the
service request.
— Partial: Centralized Service Team shares ownership of responsibilities to
process customer service request with departments.
— None: Centralized Service Team does not perform any activities related to the
processing of the service request.
• IT System Integration: Planned and recommended level of AMANDA integration for
services
— In -Scope: Service / activity included in current project plan to be incorporated in
System
— Recommend: Current out -of -scope service / activity recommended to be added
into project plan for incorporation into System
DEPARTMENT CENTRALIZE PHASE IT SYSTEM
SERVICE INTEGRATION
OFFICE OF THE CAO
Administration
Support & Coordinate Customer &
Elected Officials in Resolving Partial 3.0 Recommend
Complaints
Communications
Manage Social Media
Communications & Replies to Partial 3.0 Recommend
Inquiries / Issues
COMMUNITY SERVICES
Recreational Services
Manage Resolution of Facility Partial 3.0 In -Scope
Complaints
CSPn 75
DEPARTMENT
LEGISLATIVE SERVICES
Municipal Law Enforcement
CENTRALIZE IT SYSTEM
PHASE SERVICE INTEGRATION
Provide Information and Support to
Full
3.0
Recommend
General Inquiries / Issues from Public
Animal Services
Manage Resolution of Departmental
Partial
3.0
In -Scope
Complaints
Process and Manage Approval of
Partial
3.0
Out -of -Scope
Animal Licenses
FINANCIAL SERVICES
Taxation
Manage Resolution of Departmental
Partial
3.0
In -Scope
Complaints
PUBLIC WORKS
Development, Infrastructure and
Operations
Manage Resolution of Departmental
Partial
3.0
In -Scope
Complaints
PLANING & DEVELOPMENT
SERVICES
Development Review
Provide Information and Support to
Full
3.0
Recommend
General Inquiries / Issues from Public
Building Permit & Inspection
csPn 76
DEPARTMENT CENTRALIZE PHASE IT SYSTEM
SERVICE INTEGRATION
Provide Information and Support to Full 3.0 Recommend
General Inquiries / Issues from Public
Process and Manage Approval of
Construction Related Permits
-i-Scope
• Building (Deck, Fence Dhed), Partial 3.0
Recommend
Pool Enclosure, Sign, Mobile
Sign, Election Sign
F
erform Building, Structural, Partial 3.0 Recommend
lumbing, HVAC Inspections
T6: Additional Self -Service Capabilities in Customer Portal
Overview
• Leverage centralized foundation of AMANDA to provide additional e-solutions that
customers can use to complete services online (via Customer Portal design in
AMANDA).
• With current information from this review, it is recommended to target the following
self -serve functionalities. Note: The recommendations should be revisited closer to
the potential design date to confirm the most appropriate way to move forward.
Target Self -Serve Functionalities:
— Scheduling / booking, all payments / purchases, All approval / application
activities, All documents / statements
Key Implementation Requirements
• There is a potential for five years to pass from the development of this report to the
implementation of these self -serve digital services. It is recommended to validate
the opportunities still align with any changes to the IT Systems since 2021.
Key Benefits & Value
• Eliminate many customer touchpoints from increased self-service capabilities.
• Decrease overall service processing time / effort on internal employees.
Associated Costs & Savings
• Cost to Implement: $50,0004100,000 (one-time) and $10,000-$50,000 (annually).
Costs reflect the additional spend required to expand AMANDA scope and annual
technology fees.
csPn 77
• Costing Savings: $100,000+. Cost savings associated with the reduction of staff
effort to process customer requests since many can be completed direct by
customers.
• Resource Needs: Internal Resources
Impementation Planning
Overview
A strong and clear project governance is necessary to ensure execution of the
centralized service model has a successful outcome. The table below outlines the
various project roles and responsible functions required to support the implementation
of the recommendations.
Role Members
Sponsor CAO
Steering
Committee
Senior Leadership
Team — Across
Organization
Community Services
Leaders - Director
Implementation Community Services
Team Manager & Coordinator
Service Clarington
Team
Customer Service
Committee
Functions
Executive Sponsorship
Leadership Support
Decision Making
Deliverable Approval
Performance Management
Project Management
Risk Management
Financial Management
Project Communications
Deliverables (as described in
recommendations)
IT Build and IT Co -Define Build Requirements
Support Vendors Manage IT Build Aligned to Service
Requirements (including interm Inquiry
Portal solution)
Provide IT Guidance / Training (including
analysis of AMANDA system)
In the development of the high-level workplan, the following assumptions were made:
• The recommended organizational designs are approved.
• Qualified candidates can be sourced to fill open positions.
,csPn 78
• Implementation Team resources are available with the capacity to complete
required activities for the deployment of recommendations.
The Implementation Teams are established on schedule and the Senior
Leadership Team is able to successfully develop an integrated project plan and
manage the project effectively.
The recommendations presented in this Service Delivery Review are intended to create
long-term change. It is recommended that the Municipality employ change management
strategies to ensure change is implemented in a sustainable way. Key considerations
and "leading practices" have been provided below to support the Municipality
throughout the implementation of recommendations.
Components of a Change Management Plan
Effective change management involves carrying out activities that deliver on each of the
five change management principles:
• Communication — sharing information about the change and providing
opportunities for stakeholders to discuss the information and ask questions. The
purpose of communication is to:
o Answer people's questions.
o Build understanding about what is changing.
o Alleviate fears and anxieties.
o Create energy and enthusiasm for the change.
o Recognize stakeholders as partners in the change
Key Roles to Support Change Management
Stakeholder Engagement — bringing together individuals to engage in collaborating on
defining objectives for the change, assessing readiness for change, and sharing their
experiences and learning with one another.
Sponsorship/Change Leadership — during times of change, leaders are accountable
for "living the change", which means leading by example and holding oneself and others
accountable for supporting the change. Leaders play an essential role in creating the
conditions to help stakeholders understand change and successfully adapt.
Resistance Management — fostering an environment in which there is mutual trust and
respect, and in which people feel comfortable with openly sharing their concerns, asking
questions, and learning new knowledge and skills.
Knowledge Transfer and Training — ensuring that when the change is implemented,
everyone has the knowledge they need to do things differently. Projects need to support
knowledge transfer by providing people with effective training as well as resources like
up-to-date policy and procedural documentation.
The overall success of Clarington's centralized service model can be affected by the
following risks:
csPn 79
Risk Mitigation
Employee
resistance to Employ change management strategies to
change include employees in change activities and
increase overall buy -in.
Shortfalls in Plan resources in advance and gain approval
resourcing from the Project Sponsor and Steering
Committee.
Delays in critical The Implementation Teams will conduct regular
milestones check -ins with the Steering Committee to report
on progress.
The Implementation Teams will conduct regular
Pace of change check -ins with the Steering Committee to report
on progress.
Municipal Monitor municipal priorities and participate in
pressures/ discussions to influence direction of change.
priorities
CSPn 80
Centralization High -Level Workplan
The following visual Workplan summarizes the cadence of implementing all recommendations in the Centralization
Framework. The timeframe is aligned to specific "Implementation Requirement" activities outlined in the recommendations.
Lai
ACTIVITY
Stage 1.0: Preparation
S1 Create an Organizational "Service Excellence" Strategy
S2 Define Organizational Service Level Standards & Metrics
S3 Implement Durham311 Telephone Exchange Agreement
R1 Develop Service Summaries for all Departments
R2 Create Support Materials, Guides, & Tools
P1 Create Process Maps for Service -Related Operations
P2 Develop Formal Service Agreements for Impacted Departments
T1 Align AMANDA Planning & Design to Centralized Service
T2 Build SharePoint Site for Centralized Service Team
T3 Leverage "Planning" Customer Inquiry Portal as Interim CRM
System
T4 Deploy Data Tracking & Management for Centralized Service
2021 2022 2023 2024 2025 2026
CSPn 81
ID ACTIVITY
Stage 2.0: Fundamental Service
S3 Operating Model of Centralized Service Team
S4 Governance Structure of Centralized Service Team
R3 Service Team Roles & Responsibilities
R4 Skills & Knowledge of Cross -Trained Service Team Men
P3 I *Fundamental Services Performed through Centralizatioi
T5 Modified Service Entry / Communication Channels for Ci
Service
Stage 3.0: Complex Service
S6 Perform Feasibility Assessment for myDurham Partnersl
Opportunities
P4 I *Complex Services Performed through Centralization
T6 I Additional Self -Service Capabilities in Customer Portal
*Further Detail to the Onboarding Activities for P3 & P4 Recommended Services to be Centralized found below on page 65
CSPn 82
Centralized Service Onboarding Workplan
The following visual Workplan summarizes the cadence of key activities for onboarding individual services to the
Centralized Model.
# ACTIVITY
Each Recommended Service to Be Centralized
1
2
4
5
6
Review & Finalize Departmental Service Agreement with Leader
Members
Facilitate Training Sessions for Employees (2 — 3 90mins Sessic
Facilitate Internal Practice Workshops to Build Competency with
Utilizing Tools
Pilot -Test Centralized Service During a 1-2-Week Live-Deploym
Debrief Pilot -Test Results, Lessons Learned and Refine Service
Delivery asRequired
7 1 Go -Live with Centralized Service
W1 W2 W3 W4 W5 W6 W7
csPn 83
Appendix
Appendix I: Research Methodology
Stage 2.0: Discovery & Consultation
2.1 Existing Service -Strategy Documents & Data / Insights
• Performed comprehensive review and analysis of all relevant data / documents
obtained
2.3 Internal Stakeholder Interviews
• Facilitated (10), virtual 60-minute interviews with the Customer Service
Committee, Community Services Department, Legislative Services Department,
Financial Services Department, Public Works Department, Planning and
Department Services, Emergency and Fire Services, Mayor / CAO Office,
Communications Division, Information Technology Division.
• The discussions followed the following topics:
o Service Structure: What services you provide, support, and / or engage?
o Service Delivery: How you and your teams execute, support, and / or
engage services?
o Customer Experience: How the community perceives and interacts
with the services?
o Challenges and Opportunities: Areas of improvement when delivering,
supporting, and / or engaging services?
Participant List
Department Name Role
Customer Justin MacLean Advisor, Corporate Policy and Strategic
Service Initiatives
Committee
Basia Communications Manager
Radomski
Lee -Ann Reck Community Services Manager
Kristin Bullied Continuous Improvement Representative
Michelle
Chambers
Theresa
Gamble
Cindy Hammer
Administrative Assistant to the Municipal Clerk
Administrative Assistant to the Director of
Planning
Information/Communications Clerk
*csP11 84
Department Name
Candice
Hodgson
Jessica James
Erica Mittag
Role
Customer Services Coordinator
Taxation Services Manager
Community Development Coordinator
Community
George Acorn
Director
Services
Candice
Customer Services Coordinator
Hodgson
Facility Services Manager
Ken Ferguson
Recreation Services Manager
Steve Myers
Legislative
Rob Maciver
Director
Services
June Gallagher
Municipal Clerk
Duncan
Municipal Law Enforcement Manager
Anderson
Financial
Trevor Pinn
Director/Treasurer
Services
Michelle Pick
Accounting Services Manager/Deputy
Jessica James
Treasurer
Taxation Services Manager
Public Works
Steve Brake
Director
Sean Bagshaw
Manager of Infrastructure
Brett Novak
Manager of Operations
Planning and
Ryan Windle
Director
Development
Faye
Manager of Special Projects
Services
Langmaid
Manager of Community Planning & Design
Carlos Salazar
Chief Building Official
Brent Rice
Office Coordinator
Theresa
Manager of Development Review
Gamble
Cindy Strike
Emergency and
Gord Weir
Director/Fire Chief
Fire Services
Randy Cowan
Deputy Chief
Mayor/CAO
Heather
Office Coordinator to the Mayor
Keyzers
Councillors' Office Assistant
Amanda Welsh
CSPn 85
Department Name Role
Communications Andy Allison CAO
Justin MacLean Advisor, Corporate Policy & Strategic
Basia Initiatives
Radomski Communications Manager
IT Rob VanDyk IT Manager
Brandi Carlton Business Development Supervisor
2.4 Jurisdictional Scan
• Performed secondary research to gather data and best practices from similar
peer regions.
2.5 Elected Official Interviews
• Facilitated (6), virtual 60-minute interviews with Council Members
• The discussions followed the following topics:
o Introduction: Role and experience with Clarington
o Common challenges / issues from an internal and external customer
service focus
2.6 Community Survey — Experience and Survey Feedback
• One (1) questionnaire publicly promoted to all residents in Clarington via social
media, email, and outreach groups (151 responses)
Community Focus -Group — Experience and Service Feedback / Improvements
• Facilitated 4, virtual 2-3hr sessions with community groups to discuss the
following questions:
o Why do you interact with the municipality?
o What is most important to you when interacting with the municipality?
o How do you prefer to achieve your tasks / outcomes?
• Community Groups — 5 participants, Developer Groups — 6 participants,
Business Groups — 4 participants, Accessibility & Diversity — 5 participants
Additional interviews
• 1 individual 60-minute interview with Service Caledon representative, myDurham
representative, Vision 33 representative, Planning Inquiry Portal, HR interview
Stage 3.0: Analysis
3.2 Internal Customer Journey Mapping Workshop
• Facilitated 8, virtual 2-3hrjourney mapping workshops
CSPn 86
Appendix II: Community Survey Results
Below are the results of the community survey based on a total response rate of 151
participants.
WHERE DO YOU LIVE?
M
N
O
O O co co
\�'
Q
CIO
�P
=
O
O
O
=
O0
—
HOW OFTEN DO YOU USE OR INTERACT WITH THE
MUNICIPALITY OF CLARINGTON'S SERVICES?
RARELY
C
MONTHLY
0
N
ANNUALLY
PLEASE RANK THE SERVICES ON A SCALE OF
IMPORTANCE.
O
N
PURCHASING /
MAKING A
PAYMENT
C,) 00
N
N
APPLYING / REQUESTING UTILIZING / GETTING INFO /
GAINING MAINTENANCE INTERACTING ADDRESSING AN
APPROVAL WITH A SERVICE ISSUE
uncs n 87
RATE YOUR LEVEL OF SATISFACTION BASED ON
YOUR INTERACTION WITH THE MUNICIPAITY OF
CLARINGTON.
N M
co
■
VERY SATISFIED SATISFIED NEITHER DISSATISFIED VERY
DISSATISFIED
RANK THE CHALLENGES / ISSUES YOU HAVE
ENCOUNTERED WHEN USING CLARINTON SERVICES.
N
FINDING
INFORMATION
SUBMITTING A FORM
CONTACTING THE
RIGHT PERSON
9
COMPLICATED OR
UNKNOWN
PROCESSES
RANK WHAT IS MOST IMPORTANT TO YOU WHEN
YOU INTERACT WITH CLARINGTON SERVICES.
M
OJ J�X,
JQ GO
GO P +Q P
*cspn 88
O
M
IN -PERSON
HOW DO YOU PREFER TO COMMUNICATE WITH THE
MUNICIPALITY?
M m
CM M
V
DIGITAL / ONLINE EMAIL TELEPHONE PAPER -BASED /
PLATFORM MAIL -IN
u',cswn 89
Appendix III: Comprehensive Centralized Services List
A comprehensive list of all recommended services to be centralized at this Stage is found in the table below. The level of
detail outlined is at the Customer Touchpoint level aligned with the Service Inventory created within this project.
Noncustomer service -related departments or activities are not included within the list.
Key content found in the table includes:
• Department and Business Line
• Customer / Service Touchpoint
• Centralized Service: Recommended level of centralization to be implemented for services
— Full: Centralized Service Team to own all customer interactions related to the service and look to remove the
service being delivered from the individual department.
— Partial: Centralized Service Team to share ownership responsibilities of customer interactions related to the service
(to be defined in Service Agreements)
• IT System Integration: Planned and recommended level of AMANDA integration for services
— In -Scope: Service / activity included in current project plan to be incorporated in System
— Out -of -Scope: Service / activity not included in current project plan to be incorporated in System
— Recommended: Current out -of -scope service / activity recommended to be added into project plan for incorporation
into System
• Cost Saving: Financial impact of centralizing service
CENTRALIZE
IT SYSTEM &
COST
Department
SERVICE
STAGE
INTEGRATION
SAVING
OFFICE OF THE CAO
Administration
Provide Information and Support to General Inquiries /
Full
2.0
Recommend
$5,000-
Issues from Public
$10,000
Support & Coordinate Customer & Elected Officials in
Partial
3.0
In -Scope
$10,000-
Resolving Complaints
$20,000
Communications
Design / Update Website functionality and Content
None
N / A
N / A
N / A
Manage Social Media Communications & Replies to
Partial
3.0
Recommend
$5,000-
Inquiries / Issues
$10,000
COMMUNITY SERVICES
Facilities Services
Maintain & Prepare Facilities for Formal Bookings Made
None
N / A
N / A
N / A
by Customers
Recreational Services
Manage Resolution of Facility Complaints
Partial
3.0
In -Scope
$25,000
C5Pn 91
Department CENTRALIZE STAGE IT SYSTEM & COST
SERVICE INTEGRATION SAVING
Deliver Formal Programs / Activities within Recreation
Facilities
• Aquafit, Fitness Centre, Group Fitness None N / A N / A N / A
Programs, Skating Programs, Specialty
Programs, Swimming Programs, Camps,
Leadership, Sports & Active Play
Client Services
Provide Information and Support to General Inquiries /
Issues from Public
Triage Incoming Inquires to Other Departments /
Business Lines
Manage Bookings and Registration for Programs /
Services / Rentals
• Recreation Classes, Facility Rentals, Field / Ice
Bookings
Process Payments for Bookings & Registrations
• Recreation Classes, Fitness Memberships,
Facility Rentals, Field / Ice
• Film Permitting
Support Internal Teams with Coordination of Special /
Corporate Events
Full 2.0 Recommend $10,000-
$20,000
Full 2.0 N / A $10,000-
$20,000
Partial 2.0 Recommend $10,000-
$30,000
Partial 2.0 Recommend $10,000-
$20,000
None
None
N/A
N/A
N/A
N/A
N/A
I
N/A
csPn 92
Department
CENTRALIZE
SERVICE
STAGE
IT SYSTEM &
INTEGRATION
COST
SAVING
Manage Application & Processing of Community Grants
None
N / A
N / A
N / A
LEGISLATIVE SERVICES
Council Services (Clerk's)
Provide Information and Support to General Inquiries /
Full
2.0
Recommend
$10,000-
Issues from Public
$20,000
Process and Manage Approval of Departmental Permits
/ Licenses
In -Scope
$5,000-
• Marriage License, Burial Permit / Death
Partial
2.0
Recommend
$ 10,000
Registration, Pension / Life Certification, Lottery
Licensing, Business Licensing
Process and Manage Payments for Various
Partial
2.0
Departmental Services
In -Scope
$20,000-
• Licenses, Parking Tickets, Parking Permits
Full
2.0
$30,000
Recommend
In -Scope
• FOI/MFIPPA Request, Cemeteries (5)
None
N / A
N / A
Recommend
Perform Civil Marriage Ceremonies
None
N / A
N / A
N / A
Provide Commissioner of Oaths Services
None
N / A
N / A
N / A
,,cspn 93
Department
CENTRALIZE
STAGE
IT SYSTEM &
COST
SERVICE
INTEGRATION
SAVING
Support Cross -Departmental Inquiries and Provide
None
N / A
N / A
N / A
Requested Info / Docs
Municipal Law Enforcement
Provide Information and Support to General Inquiries /
Full
3.0
Recommend
$10,000-
Issues from Public
$20,000
Manage Resolution of Bylaw Related Complaints
None
N / A
N / A
Process and Manage Approval of Permits / Licenses
• Refreshment Vehicles, Auctioneer's License,
Peddler License, Sign Companies, Vehicle for
None
N / A
In -Scope
N / A
Hire, Burning Permit, Fireworks Permit, Parking
Permit, Sign Permit, Special Events Permit,
Kennel License
Animal Services
Provide Information and Support to General Inquiries /
Full
2.0
Recommend
$5,000-
Issues from Public
$10,000
Manage Resolution of Departmental Complaints
Partial
3.0
In -Scope
$0
$5,000
Process and Manage Approval of Animal Licenses
Partial
3.0
In -Scope
$0
$5,000
FINANCIAL SERVICES
ocspn 94
Department
CENTRALIZE
STAGE
IT SYSTEM &
COST
SERVICE
INTEGRATION
SAVING
Taxation
Provide Information and Support to General Inquiries /
Full
2.0
Recommend
$20,000-
Issues from Public
$30,000
Manage Resolution of Departmental Complaints
Partial
3.0
In -Scope
$10,000-
$30,000
Complete and Manage Customer Payments of Property
Partial
2.0
Recommend
$20,000-
Taxes
$30,000
Information Technology
Lead / Coordinate the Design, Build, Implementation of
None
N / A
N/A
N / A
AMANDA Initiative
PUBLIC WORKS
Operations
Provide Information and Support to General Inquiries /
Full
2.0
Recommend
$10,000-
Issues from Public
$20,000
Manage Resolution of Departmental Complaints
Partial
3.0
In -Scope
$10,000-
$20,000
Manage Maintenance of Roads & Parks (Seasonal
None
N / A
N / A
N / A
Grass Cutting)
,,cspn 95
CENTRALIZE
IT SYSTEM &
COST
Department
SERVICE
STAGE
INTEGRATION
SAVING
Manage Maintenance of Sidewalks (Seasonal Snow
None
N / A
N / A
N / A
Removal)
PLANNING & DEVELOPMENT SERVICES
Community Planning & Design
Process and Manage Review of Commercial
None
N / A
N / A
N / A
Development Applications
Development Review
Provide Information and Support to General Inquiries /
Full
3.0
Recommend
$10,000-
Issues from Public
$25,000
Manage Review & Sign -Off for Zoning / Land -Use
None
N / A
N / A
N / A
Aspect of Permit Approval
Special Projects
Support Permit Approval Process and Provide
None
N / A
N / A
N / A
Information to Employees
Building Permit & Inspection
Provide Information and Support to General Inquiries /
Full
3.0
Recommend
$5,000-
Issues from Public
$10,000
c5Pn 96
CENTRALIZE
IT SYSTEM &
COST
Department
SERVICE
STAGE
INTEGRATION
SAVING
Process and Manage Approval of Construction Related
Permits
Partial
3.0
In -Scope
$15,000-
$50,000
• Deck, Fence, Pool Enclosure, Shed, Sign
Perform Building, Structural, Plumbing, HVAC
None
N / A
In -Scope
N / A
Inspections
EMERGENCY & FIRE SERVICES
Fire Suppression
Provide Emergency Services in Response to Calls from
None
N / A
N / A
N / A
Public
Fire Prevention
Provide Information and Support to General Inquiries /
Partial
2.0
Recommend
$10,000 -
Issues from Public
$30,000
Facilitate Educational Programs and Events to Public
None
N / A
In -Scope
N / A
Perform and Manage Fire inspections for Permit
None
N / A
In -Scope
N / A
Approval
csPn 97
Appendix IV: Recommendations Cost & Savings Details
In order to determine the costs to implement and potential cost savings, the following ranges were used:
• $0 - $10,000
• $10,000 — $50,000
• $50,000 - $100,000
• $100,000+
Below is a summary of cost to implement and cost savings for each recommendation.
ID Recommendation Cost to
Implement
STAGE 1.0:
Cost
Cost to Implement Rational
Savings
Create an
Organizational •Cost figures based on
S1 "Service INT industry averages for N / A
Excellence" external consultant support
Strategy who deliver similar services.
•Cost figures based on
Define estimated employee effort to
Organizational $0 — complete activity
S2 Service Level •Key Calculation Criteria: N/A
Standards & $10,000 Time to complete activity,
Metrics average salary of employees
involved
Cost
Saving Rational
*No identified cost savings
• No identified cost savings
;cspn 98
ID Recommendation
to
Implement Cost st to Cost to Implement Rational Cost
p
Cost
Savings
Saving Rational
•Savings estimated based on
•Cost figures based on
reduced time & effort
estimated employee effort to
associated with handling
Implement
complete activity
transfers to Region. Reduced
Durham311
S3 Telephone
N/A •Key Calculation Criteria: $0 —
work effort allows employees
to spend time on more critical,
Exchange
Time to complete activity, $10,000
value -add activities for the
Agreement
average salary of employees
Municipality.
involved
*Key Calculation Criteria: Time
to complete activity, average
salary of employees involved.
*Cost figures based on
estimated employee effort to
Develop Service
complete activity
$10,000 -
.Cost savings associated with
R1 Summaries for all INT
*Key Calculation Criteria:
$50,000
this captured in R2
Departments
Time to complete activity,
average salary of employees
involved
*Cost figures based on
*Savings figures based on
estimated Employee Effort to
estimated decrease in
complete activity and create
Employee effort due to
Create Support
learning materials
$10,000 —
additional work from errors /
R2 Materials, Guides, INT
& Tools
•Key Calculation Criteria.
$50,000
mistakes
Time to complete activity,
*Key Calculation Criteria: Time
average salary of employees
to complete activity, Average
involved
salary of employees involved
+cspn 99
ID Recommendation Cost to
Implement
Cost
Cost to Implement Rational
Savings
Create Process •Cost figures based on
P1 Maps for Service- $10,000 — industry averages for N / A
Related Operations $50,000 external consultant deliver
similar services.
Cost
Saving Rational
•Cost savings associated with
this captured in R2
•Cost figures based on
Develop Formal
estimated employee effort to
Service
complete activity
P2 Agreements for
INT
.Key Calculation Criteria:
N / A
*No significant savings
Impacted
Time to complete activity,
Departments
average salary of employees
involved
•Cost figures based on
estimated external vendor
Align AMANDA
$10,000 —
fees (current vendor and
Planning & Design
T1 to Centralized
$50,000
industr avera
y ges )
N / A
*No significant savings
Service
.Key Calculation Criteria:
consultation rate, time
required to design / build
*Leverage synergies with
*Savings figures based on
current project to design /
estimated decrease in
Build SharePoint
build
$10,000 —
employee effort due to locating
T2 Site for Centralized
Service Team
$110,000
*Cost figures based on
$50,000
information, handling follow-up
calls due to misinformation,
estimated employee effort to
and additional work from errors
complete activity
/ mistakes
'4spn 100
to
ID Recommendation Implement Cost st to Cost to Implement Rational Cost Cost
p Savings Saving Rational
*Key Calculation Criteria: *Key Calculation Criteria: Time
Time to complete activity, to complete activity, Average
average salary of employees salary of employees involved
involved
•Cost figures based on
.Savings figures based on
estimated employee effort to
estimated employee time /
complete activity. Effort for
effort associated with handling
Leverage
"Planning"
activity is impacted by the
number of departments for
"follow-up" calls, coordinating
T3 Customer Inquiry INT
Q rY
creating portals (estimated to $50,000 —
with colleagues to gather
information, and responding tc
Portal as Interim
be 6) $100,000
customers.
CRM System
y
•Key Calculation Criteria:
.Key Calculation Criteria: Time
Time to complete activity,
Average salary of employees
to complete activity, Average
involved
salary of employees involved
•Cost figures based on
increased license fees for IT
systems to implement add -
Deploy Data $10,000 -
on functionality for tracking
T4 Tracking & $50,000
Management for
desired data.
N / A *No significant savings
Centralized Service (annually)
.Key Calculation Criteria:
Mitel license fees, AMANDA
license fees, number of
users to system (who need
license)
;cswt 101
FID Recommendation Cost to
Implement
STAGE 2.0:
Operating Model of
S4 Centralized Service
Team
Governance
S5 Structure of
Centralized Service
Team
Service Team
R3 Roles &
Responsibilities
Skills & Knowledge
R4 of Cross -Trained
Service Team
Members
Cost to Implement Rational
*Cost figures based on design
only renovations to
$10,000 — centralized service desk
within Town Hall and contact
$50,000 centre room / desks within
Richard Recreation
Complex.
*Cost figures based on
estimated employee wages
$50,000— for 2 P/T Clerk employees
$100,000 *Key Calculation Criteria.
Time to complete activity,
Average salary of employees
involved
INT •No significant costs
Cost
Savings
N/A
N/A
N/A
•Cost figures based on
$10,000 — industry averages for $10,000 -
$50,000 external consultant to deliver $50,000
service specialized training
Cost
Saving Rational
*No significant savings
*No significant savings
*No significant savings
*Savings figures based on 3rd
party research into work
productivity and engagement
benefits of cross -skilled teams
*Key Calculation Criteria: error -
rate of employee, number of
�, Cspn 102
ID Recommendation Cost to Cost to Implement Rational
Implement
Fundamental
P3 Services Performed
through
Centralization
Modified Service
Entry /
T5 Communication
Channels for
Centralized Service
*No significant costs
•AII related financial
N / A requirements for service
centralization are
incorporated into other
recommendations
*Cost figures based on
increased license fees for
telephony / IT systems to
implement add -on
$10,000 - functionality for streamlining
$50,000 service channels
Cost
Savings
$160, 000
$285,000
$50,000 —
$100,000
(annually) •Key Calculation Criteria: (annually)
Mitel license fees, AMANDA
license fees, number of
users to system (who need
license)
Cost
Saving Rational
employees, number of tasks /
contacts performed
*Savings figures based on
estimated Employee time /
effort associated with handling
transfers to Region.
Streamlined process expects
to simplify tasks and reduce
effort.
*Key Calculation Criteria: Time
to complete activity, Average
salary of employees involved
*Savings figures based on
estimated decrease in
Employee time / effort
associated with receiving
direct contact for customer
issues unrelated to their role
and becoming involved in
handling it.
*Key Calculation Criteria: Time
to complete activity, number of
activities and Average salary
of employees involved
*csPs1 103
ID Recommendation Cost to
Implement
STAGE 3.0:
Cost
Cost to Implement Rational
Savings
Cost
Saving Rational
•Savings figures are dependent
*Cost figures are dependent
on how Clarington decides to
Perform Feasibilityon
Licence
how Clarington partners
Dependent
partner with the Region. This
can vary significantly.
Assessment for
fees
with the Region. This can
g
S6 myDurham
not
vary significantly.
on
*Key Calculation Criteria:
Partnershipcurrently
defined
-,Key Calculation Criteria: IT
Partnership
Level
unneeded Capital expenditure,
Opportunities
Capital expenditure, License
additional service employees,
Fee
decreased time /effort of
employees from outsourced
activities
*Savings figures based on
estimating weighted average
of defined savings in Stage 2.0
relative to the number and
Complex Services
$50 _
*Cost figures based on
$100K-
effort needs of recommended
P4 Performed through
$100000
estimated employee effort to
$235K
services here.
Centralization
,
complete activity.
p Y
Key Calculation Criteria: Stage
2.0 centralized service
savings, number of centralized
services recommended in this
stage, employee effort / time
+cspn 104
to
ID Recommendation Implement Cost st to
p
Cost to Implement Rational
Cost
Cost
Savings
Saving Rational
$50,000 -
*Savings figures based on
$100,000
•Cost figures based on
estimated decrease in
increased license fees for IT
Employee time / effort
(one-time)
systems to implement add-
associated with competing
Additional Self-
on functionality for portal.
$100,000+
activities to deliver service
T6 Serve Capabilities
in Customer Portal $10,000 —
•Key Calculation Criteria:
TBD
*Key Calculation Criteria:
AMANDA license fees,
customer utilization rate of
$50,000
consult feed for design /
portal, employee Time to
(annually)
build.
complete activity, Average
salary of employees involved
'4spn 105
Attachment 2 to Report CAO-009-21
77EDD))
DURHAM
REGION
The Regional
Municipality of
Durham
Office of the CAO
605 Rossland Rd. E.
Level 5
PO Box 623
Whitby, ON L1 N 6A3
Canada
905-668-7711
1-800-372-1102
Fax: 905-668-5831
durham.ca
Elaine Baxter-Trahair
Chief Administrative
Officer
Sent via e-mail
August 11, 2021
Andrew Allison
Chief Administrative Officer
Municipality of Clarington
40 Temperance Street
Bowmanville, ON
L 1 C 3A6
Dear Mr. Allison:
RE: Request for Resolution related to 311 calls using the
Municipality of Clarington Telephone Exchange
Purpose:
The Regional Municipality of Durham would like to request a
resolution to allow 311 calls made by its customers, residents, and
businesses within the Municipality of Clarington telephone exchange
to be re-routed to the appropriate zone (Durham Region) for a 311
number to be generated by Bell Canada.
Overview:
The Region of Durham is moving forward with the implementation of
a 311 service as the primary source of contact for all non -emergency
information and service requests including issue reporting, issue
status check and other related inquiries.
As advised by Bell Canada, the Bell exchange boundaries are not
precisely in -line with the actual municipal boundaries. As shown in
the attached map provided by Bell Canada, there is always a
common overlap in terms of 311 call routing. This means that callers
located between the Bell exchange boundaries for Durham Region
and the Municipality of Clarington who dial 311 can be erroneously
connected to either municipal service centre.
If you require this information in an accessible format, please call 1-800-372-1102 extension 2103
The interim resolution will be for the Service Durham contact centre
agent to immediately warm transfer the caller to the appropriate
municipality. Conversely, calls erroneously connected to the
Municipality of Clarington would be warm transferred by the
municipality to Durham Region. Also, in accordance with CRTC
regulation, call routing arrangements will be negotiated and approved
prior to implementation by impacted local municipalities, towns,
counties, and cities based on the exchange boundaries.
Therefore, it is recommended that the Municipality of Clarington
determine and provide a telephone number to re -direct all erroneous
calls. Equally, if there are any erroneous calls in the overlap, meant
for the Region of Durham, please forward those calls to: 906-668-
7711 (toll -free 1-800-372-1102).
Cost Implication:
There is currently no cost implication for any of the impacted local
municipalities, towns, counties, or cities.
Recommendation for Resolution:
That the council of the Municipality of Clarington agree that there
shall be no objection to the routing of 311 dialed calls originating from
the overlap that exists between the Municipality of Clarington and the
geographical area of the Regional Municipality of Durham, on an
understanding that where callers (customers, residents, and
businesses) of the Region of Durham dial 311 erroneously from
within these exchanges, they will be given an option of being
transferred to the contact centre of the municipality, town or county in
which they reside.
An approval and sign -off document will be required from every
town, county, or municipality to move forward with the Region's
311 Implementation Initiative. We kindly request a response by
October 1, 2021.
Sin
cerely,
va�,
Elaine Baxter-Trahair
Chief Administrative Officer
If you require this information in an accessible format, please call 1-800-372-1102 extension 2103
See Appendix 1: Bell Exchange Boundary Area Map for 311
Coverage for the Region of Durham.
Appendix 1 - Bell Exchange Boundary Area Map for 311 Coverage for the Region of
Durham
31111 Cowearagel fie,r Duirham, RegliJona,p UWAntdipalliJty
If you require this information in an accessible format, please call 1-800-372-1102 extension 2103
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