A Client-Centric Service Delivery Model June 17, 2005 PSSDC-PSCIOC Research Committee Improving the...

A Client-Centric Service Delivery Model

June 17, 2005PSSDC-PSCIOC Research Committee

Improving the Telephone Channel for Canadians

1 800 O-Canada

1 800 O-Canada: A Client-Centric Service Delivery Model

Vision

Government of Canada virtual information centre facilitating simplified, seamless access and assistance to the

Government of Canada through high quality and efficient information services.


WHO WE ARE

The 1 800 O-Canada service

• acts as the first point of contact for Government of Canada programs, services and initiatives;

• is an access point that supports key Government of Canada advertising and communication activities;

• supports Government of Canada communication needs in crisis situations; and

• aims to simplify access to the Government of Canada.

1 800 O-Canada’s success in achieving a client-centric service delivery model is based on the following key principles:

• Holistic approach to service delivery

• Accessibility

• Understanding the client’s needs

• Adaptability/Responsiveness

• High Quality


CLIENT

POSITIVERESOLUTION

ANDCLIENT

EXPERIENCE

As new business requirements are being introduced, new information is being added and new service offerings are being launched, we must take into consideration all of these elements and ensure that we build the new concepts into

our existing services without jeopardizing the client experience. In order for the overall client experience to be positive, it is imperative that we deliver on each of these elements with every single contact the client has with the organization.

KNOWLEDGE ANDEXPERT RESOURCES

Putting the rightinformation in the hands ofthe appropriate resources whoare properly supported so that theycan resolve the enquiryeffectively and efficiently

SERVICE DELIVERY PRINCIPLES

Customer service skills set the tone for the exchange and are crucial in establishing the framework for a positive client experience.

They are the “people skills” at the core of all interactions and need to be non-partisan and non-intrusive.

TOOLS AND PROCESSES

Tools and processes must be designedto minimize the workload on thecustomer or client whilemaximizing service deliveryefficiencies.

They should be designed to limit the steps and effort required of the client.

Where possible, should be based on a consistent methodology that reduces the stress on staff.

Holistic Approach to Service Delivery


Accessibility

In our capacity as first point of contact, it is imperative that we ensure we are easily accessible.

This has been accomplished through:

HOURS OF OPERATIONS

8am to 8pm(local time)

Monday to Friday

SERVICESTANDARDS

Service level:85% in less than

18 seconds

Abandon / Deflection Rate:

Less than 5% combined

LIVE RESPONSE

Warm greeting adds to the quality of the client

experience.

Nature of service and scope of information

available is not conducive to simple

IVR aplication.

RECOGNIZABLETOLL-FREE NUMBER

The easily recognizable toll-free

number allows for effective branding.

Clients are more likely to remember the

number.

AWARENESS

Number is used to support a variety of

Government of Canada initiatives

(building brand recognition).

Number is prominently displayed in the Blue

Pages.


Understanding client’s needs

The Right Service for the Right Audience on the Right Channel• Offering options to Canadians in terms of the channel they prefer to use, this must be balanced against cost effectiveness

and ability to deliver specificservices through the various channels.

• We should encourage clients to engage a specific program or service using the most appropriate channel.

• In some cases individuals have continued to use a specific channel out of habit rather than a need for the channel. In these cases we should take advantage of the opportunity to direct them to a more effective channel.

• We must recognize and account for the distinct needs of the audience.

• We need to consider individuals’ channel preference.

• The diversity of the client base may require multiple service delivery strategies to fit the different skill sets and capabilities of the audience.

• Must accurately assess the client's needs to determine what services are required for them.

• Need to proactively suggest other options and services that may be of value to them (core vs. related) to ensure that they benefit from the services that are available.

MULTI-CHANNELPOSITIVE

RESOLUTIONAND

CLIENTEXPERIENCE

Key elements:•General knowledge on all GoC programs and services•Effective listening skills •Each contact / request is unique and must be fully explored

(demonstrate caring, helpfulness, politeness)


Adaptability / Responsiveness

In order to be able to meet the ever changing needs of the client we must be able to adapt to the needs of the client. The is achieved through:

CLIENT FEEDBACK

Service usage statistics and client

feedback are analyzed to better understand

clients needs.

Services are adapted to be more responsive.

RESOURCES

Competency profiling

Continuous learning

Private Sector arrangement

SERVICE ENHANCEMENTS

Expanding information holdings to meet client

needs and expectations.

Tiered structure and segmentation.

INTEGRATING MULTI-CHANNEL

OPTIONS

Leveraging off of the complementary

resources available across all channels

TECHNOLOGY

Staying current with new technologies to

determine their suitability and how they may introduce greater effeciencies and allow

us to service staff more effectively.


High Quality

Timely, accurate, comprehensive and valuable information and assistance

Positive client experience

• First Contact Resolution• Well prepared to deal with next steps

Client Satisfaction

• Feedback mechanism• Independent evaluation and benchmarking

• Overall Client satisfaction• First Call Resolution• Use the service again• Recommend the service to others


INITIAL POINT OF CONTACT(SELF SERVE OR ASSISTED)

• GoC engages client through client’s channel of choice.

• Initial needs assessment done and client gains knowledge of their enquiry.

• Common service principles applied.

WWWphone

in-person

SERVICES AND CHANNELS INDENTIFIED

• Based on initial needs assessment, client’s preferences and availability across channels.

• Action plan / process is presented to client to resolve enquiry.

• Linkages across channels used in identifying plan that best suits client’s preferences.

Engage client using knowledge gained from earlier steps.

Can now engage client to:• determine how to improve existing

processes; and

• identify what new services are of interest and how best to deliver them.

Understand service delivery options

• Look at how linkages currently work.

• Look at data from client usage to obtain picture of how it currently works.

Obtain feedback frompartners / departmental experts

• Consult partners / departmental experts to seek their input on current practices and usages.

• Develop proactive service delivery models to focus-test with clients.

CASE SPECIFIC /EXPERT RESOURCES

• Client engages expert resources through appropriate channel(s) to resolve enquiry.

• Additional support from GoC provided as requested.

CLIENT EXPERIENCE

CLIENT ENGAGEMENT

MULTI-CHANNEL POSITIVE RESOLUTION AND CLIENT EXPERIENCE

Looking Forward

A Client-Centric Service Delivery Model June 17, 2005 PSSDC-PSCIOC Research Committee Improving the...

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