SERVICE DELIVERY MODEL (SDM) RENEWAL PROJECT OMSSA S 2016 LEADERSHIP SYMPOSIUM

Transcription

1 SERVICE DELIVERY MODEL (SDM) RENEWAL PROJECT OMSSA S 2016 LEADERSHIP SYMPOSIUM

2 About TESS Employment and Social Services provides employment supports, financial benefits and social supports to people living in Toronto. 89, ,800 Average monthly cases served Employer partners Ontario Works clients placed in jobs 2

3 Purpose The Service Delivery Model (SDM) Renewal Project focuses we can improve the way we deliver services to city residents. Objectives Streamline and simplify access to services by setting out the most effective service paths for clients based on their needs, characteristics and goals; and Bring consistency to the client experience by modernizing our operational model and supporting processes and structures to deliver high quality services. 3

4 Guiding Principles High-Level Outcomes Four Phases Client-centered Strength-based Simplicity & Consistency Accountability Service Integration Service Pathways Service Plan Management Access Service Pathways Exit Readiness Post Exit

5 Drivers Socio-demographic and labour market trends in Toronto Political and institutional context at the municipal level Legislative and policy context at the provincial level Emerging trends in service delivery Overall, the need to modernize and streamline our processes and tools to deliver excellent service.

6 Our Approach Incremental approach to transformation Iterative process Divisional scale Learning Engaging Leading change from the ground up through user-centered design in service delivery Providing a foundation for human services integration Testing Defining Grounded in the client experience Prototyping

7 Client Journey Mapping

8 Client Experience I m treated with dignity and respect I have choice I can contact someone to respond to my immediate needs I receive guidance about how to move through the system I can access information I need about services There s a plan for me and my family There is two-way communication

9 Channels of Access Applications: Applying for Ontario Works Volume, All Channels, 2014 In-Person: % Online: 15, % 51% Telephone: 23, 166

10 Best Practice

11 New Model for Access proposed vision Multi-channel Strategy Click (self-service) Call (assisted-service) Future State of Access to Ontario Works (Click: self-service) Come in (full-service) 11

12 Differentiated &Tiered Service Levels IVR Web Chat Mobile App CLICK SELF-SERVICE CALL ASSISTED-SERVICE COME IN FULL-SERVICE CLIENT CHARACTERISTICS CLIENT CHARACTERISTICS CLIENT CHARACTERISTICS CLIENT EXPECTATIONS CLIENT EXPECTATIONS CLIENT EXPECTATIONS SERVICE CHARACTERISTICS SERVICE CHARACTERISTICS SERVICE CHARACTERISTICS

13 System Modernization TODAY TRANSFORMED Transactional Inconsistent Fragmented Legislative Requirements Technological Considerations Policies & Procedures Customer Service Standards Case Management Service Integration Access & Entry C C C Service Management & Assessment Grounded in the client need 13

14 Phase 1 Recommendations E-Strategy Policies & Procedures 3-C Model Click Call Come In Staff Functions & Office Structure 14

15 Value Streams Providing a higher value of service to clients Reducing hand-offs More time developing a service plan Better relationship with staff Higher customer service satisfaction due to improved client experience Improving business processes Driving policy changes Reducing provincial / municipal tension Driving out inefficiencies Releasing capacity for service planning Breaking silos internally & externally Understanding the lived experiences of clients Enhancing service standards Embedding the notion of discretion Working effectively to advance change within existing legislative and regulatory frameworks Working together with MCSS to streamline processes Building a case together for e-communication with clients Participating in service delivery modernization initiatives

16 Engaging Staff Provide a platform to share information Obtain input on business practices and processes to improve client experience Develop a common understanding of client experience to facilitate change management Client experience Human Services Integration 3-C Model Project background, rational and guiding principals Strategies to reduce hand-offs Strategies to increase consistency Process improvements for positive / constructive relationship between TESS and clients Strategies to increase efficiencies Developing a common vision for future state Assessing organizational readiness Identification of local leads and champions

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18 Video accessible through the link below:

19 Prototyping Approach bridging the gap between idea & implementation Opportunity to rethink approaches to delivery of Ontario Works services. Develop best practices and cultivate a shared understanding, appreciation, and approach to client-centered service across delivery sites. Staff-driven prototypes to test the recommendations from Phase I: Access A collaborative & innovative design approach to create a unified, divisional operating model of access. 19

20 Prototyping Approach 4 offices High Park Parkdale Yonge Eglinton Malvern The Queensway

21 Prototyping Approach cross-divisional engagement Application Centre Family Support Unit Children s Services

22 Prototyping Approach tools & techniques

23 Summary Lessons Learned Mindsets & Behaviours Procedures & Structures Polices & Practices

24 Next Steps M a y M I L E S T O N E End of live prototyping M I L E S T O N E Evaluation of prototype models J u n e J u l y M I L E S T O N E Final report on new model for Access for OW & interim report on office structures J u l y M I L E S T O N E Proof of concept & striking of technical and functional workgroups A u g u s t - S e p t e m b e r M I L E S T O N E Roll-out concept & implementation of new for Access for OW and interim office structure O c t o b e r D E P E N D E N C I E S Technical readiness & resources D E P E N D E N C I E S Training & change management D E P E N D E N C I E S Risk management & accountability