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Enhance customer service by identifying an appropriate  311 based solution . Customer service with more consistency and greater capacity 2ZZEZZZ=ZZ23f3fE3f3fo3f3fM3f;3f3f  3f,) Initial steps3f 3f-*Alternatives considered3fInsource; City staff responsible for operations. new standardized technology and implementation consulting purchased through RFP. City responsible for change management, communication and staff hiring. Facility leasehold improvements designed by City. >  3f3f3f.+Alternatives considered3fOutsource; City establishes implementation scope. City establishes performance measurement criteria. contract and service level agreement signed with operator for all operational aspects. @  3f3f3f/,Alternatives considered3fHybrid; City staff provided for call taking responsibilities. Operator provides management. All other criteria same as Outsource. H | 3f|3f3f0-Business Case 3fExtensive cost saving, cost avoidance exercise with CAO sponsorship and CFO guidance. Some outside expertise brought in for Total Cost of Ownership check. Real information with limited assumptions fed from alternative bid information received. Considered alternative staffing model with CUPE union. Insource provided best value with CUPE commitment. Positive return with enhanced customer service delivery \+3f 3f)3f3f73f3f+fB=311 Value Proposition3f 1.Promoting the vision3f[Sponsorship commitment received from the Mayor and CAO. Support from all department heads and chiefs. Developed and established key departmental sponsorships High profile, pivots between senior management and working level affected staff Allow for successful cascade of communication, change management , positions and training opportunities B3f3f3f3/  C>  52 Challenges 3fgBuilding a new facility and organization without the future manager Keeping a politically sensitive initiative within the boundaries of project management Communicating finer details about the future state to stakeholders in advance of knowing Senior management changes Completing the largest 311 implementation in North America in the least amount of time .h3f3f63 RFP Design 3f.Significant background information featured Clear statements on expected performance Fixed fee amount provided Significant weighting on experience of team and vendor commitment to public sector Mandatory template driven for maximum objective comparability of bids One hand to shake response forced. .,/3f94Vendor selection3fFairly typical format Bid submission review by multidisciplinary teams Short list Demonstrations and questions answered Drive real meaning out of methodology and approach language Designed to see how bid consortiums worked together Final selectionddp3fd3fp3f3f:5  ;6Project Plan Overview3f<7Delivery highlights 3fSignificant amount of concurrent activity for typically sequential tasks Ingenuity, communication, proactive management and timely decision making key Knowledge base build is the heart of 311 Software configuration had to be staged by department Testing by department immediately followed configuration Inter-department processes and interfaces to work management systems near the end2I9I3f93f=8Delivery highlights3fSplit project build activities from operation oriented tasks Final stages of facility prep and testing Recruitment Contact Centre staff training Took advantage of 311 Manager hire knowledge of operations During knowledge build the City s web presence was realigned to be more citizen friendly Over 600 service request able to be answered H=T=3fT3f3f?:Delivery highlights3fCommunications was a 1.5 person effort for internal, political and citizen audiences Staying low key, with frequent proactive updates internally and politically kept the project focused Remaining consistent with messaging to enquiring media provided room to complete our  big bang announcement Change management was a project sponsored but organization embraced activity ADKAR (awareness/desire/knowledge/ability/reinforcement) taught and used throughout for common change reference UZZMZsZU3fd3fm3fM3fs3f>9Delivery Stats.3fProject implementation - 15 months Microsoft Project Plan tasks  1112 lines Telephone lines, existing IVRs and email addresses removed  over 500 Full and part time staff hires  over 100 22 existing contact centres shut down 311 Centre  over 11,000 sq. ft. with 60 CSR stations Over 600 service requests scripted 100 s of information requests scripted Calling capacity rated at 2.4 millions calls per year 24 x 7 operations Over 300 staff trained on software use "P3f,hf@;Project Launch3fAs planned; Big bang for the public, Non event for trained staff and tested infrastructure Significant testing effort in advance paid off Pre go live training hit the mark Mayor and Council briefed hours before go live in line with communication strategy of just in time N  3f~3f3fA<Project Launch3f Early challenges expected and seen. Wait times discussed Information clarity concerns Calls not translating to better service noted Councilor and media tests for information Early wins River Heights By-Election Red River flood fighting < 1/10 of 1% complaint rate $ P$3f3f 3fP3f3f  3f$ Critical Success Factors$:Leadership at many levels Political support  citizens need to be encouraged to use the service CAO Secretariat  sponsorship, support and decision making at the senior management team level CUPE leadership and members - leading a collaborative effort Project management  facilitate, motivate and sustain team and departmental sponsor involvement Project team leads  demonstrate, influence and deliver Department Sponsors  lead, reinforce and advance the change imperative Department staff  source of knowledge and influence PPFPPPP`PP8PPPPPF8  %!Critical Success Factors$NWell organized and well communicated It is about setup and follow through& & .. We are all in this together The 311 multidisciplinary team structure celebrates and understands differences Firm on scope but not restrictive on input sources Clarity on roles, responsibilities and accountabilityP%)P36 What is 311? $:For citizens An easy to remember phone number to connect to the City Access to non-emergency services Now a single point of access to all City services Increased accessibility and convenience 24x365, by phone, mail, fax, email or web Universal Customer Service Representatives (CSR) Minneapolis 311 video hP2PPSPP3PPPP [2      What is 311? $ $For the City A completely new way of citizen service delivery Enhanced hours Enhanced data A single front door to the City that represents all departments All service requests (SR) and information requests (IR) will reside in one form, one system Significant telephone, centre operations, and knowledge management technologies enable information to flow quickly Universal Customer Service Representatives (CSR) APPPPPPP 3H ! What is 311? $XFor the City All CSRs will be trained and will perform in a consistent manner for highest service level possible CSR resources will be optimized with advanced scheduling techniques Reporting and analysis capabilities can enable optimal resource allocations A significant investment in people& & & & >(  /l478DEFGHIJ K L M    0` 33` Sf3f` 33g` f` www3PP` ZXdbmo` \ғ3y`Ӣ` 3f3ff` 3f3FKf` hk]wwwfܹ` ff>>\`Y{ff` R>&- {p_/̴>?" dd@,?" dd@   " @ ` n?" dd@   @@``PR    @ ` ` p>>  ](    6  `}  T Click to edit Master title style! !  0  `  RClick to edit Master text styles Second level Third level Fourth level Fifth level!     S  0 ^ `  >*  0 ^   @*  0 Y]   31\  C &Acit-4c"8   S :A CMYKCMYK.eps"'* X 0H  0޽h ? 3380___PPT10.eX Default Design 0 ((  ( ( NLr`r` *   n*  V**VV ( N0]r`r`  *  p*  V**VVd ( c $ ?v  4 ( Nr`r`    RClick to edit Master text styles Second level Third level Fourth level Fifth level!     S  ( Tlr`r` ?   n*  V**VV  ( Tmr`r`  ?  p*  V**VVH ( 0~dm.F ? 3380___PPT10.Ig}  0  $(  r  S , `}   r  S Pj   H  0޽h ? 33___PPT10i.h `E+D=' = @B +  0 *" (  x  c $t `}   x  c $Ьj   RB  s *DԔRB  s *DԔF F RB  s *DԔV V   0 11 2  0  12 2  6F -  13 2  BV =  14 2H  0޽h ? 33___PPT10i.h `E+D=' = @B +}  0 $(  r  S 8LJ9t   r  S ȇ  H  0޽h ? 33___PPT10i.h \+D=' = @B +  0  f(  r  S Ӈ `}   r  S ԇ `  :  0هM I JThe City s non emergency services response infrastructure studied. Scope of undertaking revealed; Number, types, duration of calls taken. Distribution of calls amongst departments. Existing systems. Existing staff. Existing delivery protocols.  AS IS known - alternative designs considered. tb 2 20 2 2b3f3f03f3fH  0޽h ? 33___PPT10i.&+D=' = @B +}  0 0$(  r  S l0r `}  r r  S 1r ` r H  0޽h ? 33___PPT10i.:P+D=' = @B +}  0 @$(  r  S Dr `}  r r  S Er ` r H  0޽h ? 33___PPT10i.ĶG,*+D=' = @B +}  0 P$(  r  S XSr `}  r r  S Nr ` r H  0޽h ? 33___PPT10i.ŶF>+D=' = @B +}  0 `$(  r  S ar `}  r r  S br% r H  0޽h ? 33___PPT10i.Ŷ@W+D=' = @B +l   0   0l (  0x 0 c $per `}  r lR 0 6@"`z f XB 0 0D)9  0 0zr D  DTactical Value 2  0 0}rg GOperational Value 2  0 0r]W  EStrategic Value 2 XR 0 0 "^  0 6w@ S ^  0 66 :~   0 0/ RB 4 s *D>   4 0r9   60% 2 4 0 c $D q LB ? c $D q LB @ c $Ds qs LB A c $D) q)  B 0|q T"Validate tech./report requirements# 2#X C 0] # p D 0pqq  NRFP for Knowledge Mgmt/start 2X E 0] # &  F 0쭃 q-  FKnowledge Mgmt build 2X G 0   H 0 q  U#Integrated knowledge solution build$ 2$X I 0s &  K 0 q  Q311 Centre CSR staff recruiting 2 LB M c $D   N < q<g I311 Centre staff training P <T) q  S#Affected staff redeployment process$$X Q 0) &, X S 0Yj T 0ăM &m \(Go live  January 16 23fX  0 q X  0  LB  c $D z z LB  c $D ] ] LB  c $D @ @ LB  c $D # # LB  c $D   LB  c $D LB  c $D  LB  c $D  LB  c $D  LB  c $D tt LB  c $D VV LB  c $D 99 LB  c $D  LB  c $D    0Ƀs q G  T"Integrated knowledge solution test# 2#X  0 qILB  c $Df LB  c $Df z z LB  c $Df ] ] LB  c $Df @ @ LB  c $Df # # LB  c $Df   LB  c $Df LB  c $Df LB  c $Df LB  c $Df LB  c $Df ttLB  c $Df VVLB  c $Df 99LB  c $Df ILB  c $Df IX  0  IF   0̃2q B311 Centre build 2X  02 FX  0 &,f X  0 ,f  0"`f  0"`vtX  0IqX  0I9,LB  c $DIttLB  c $DIVVLB  c $D99LB  c $DLB  c $D  0܃Iq- KDepartment staff training 2H  0޽h ? 33___PPT10i.hpdo+D=' = @B +}  0 0$(  r  S  `}   r  S t'g  H  0޽h ? 33___PPT10i.ض+D=' = @B +$  0 @$(  r  S  `}   r  S  `v  H  0޽h ? 3380___PPT10.3$  0 `$$(  $r $ S   `}   r $ S 4M `  H $ 0޽h ? 3380___PPT10.@h$  0 P $(   r   S   `}   r   S   H   0޽h ? 3380___PPT10.0jl$  0 p($(  (r ( S <( `}   r ( S )]#  H ( 0޽h ? 3380___PPT10.0t`0  0 ,0(  ,x , c $d3 `}   x , c $<4@  H , 0޽h ? 3380___PPT10.0t`<  0 <(  ~  s *0A `}   ~  s *EM'gj  H  0޽h ? 3380___PPT10.Q@"<  0 <(  ~  s *U `}   ~  s *V]  H  0޽h ? 3380___PPT10.R@t.e<  0 @<(  ~  s *j `   ~  s *kM]:  H  0޽h ? 3380___PPT10.7 !<  0 P<(  ~  s *w `   ~  s *|;]  H  0޽h ? 3380___PPT10.7 !<  0 `<(  ~  s * `}   ~  s *|]  H  0޽h ? 3380___PPT10.S@}$ 0 ((  ^  S (v     c $ȁ(     H  0~dm.F ? 3380___PPT10.Ͷ@1 0 ~v(  ^  S (v   p  c $(    1  why, what planned and some of how 2  more how, who and some when - entry strategy 3  more when, what delivered and showing broader stakeholders more how 4  what delivered, why and what explained to citizens, who featured  exit strategy  1 H  0~dm.F ? 3380___PPT10.Ҷ`U73 0 JB(  ^  S (v   <  c $މ(    Significant background featured  looking for vendor comprehension, sensitivity and adaptability Expected performance levels carried forward from previous decision points and business case Fixed fee  relative spend ability forced to be considered and better solution design for the price expected, quicker to proceed after bid acceptance One hand to shake required as we knew the scope of our request would not be handled by one vendor or consulting company.H  0~dm.F ? 3380___PPT10.Ҷp `) 0 XP8(  8^ 8 S (v   J 8 c $(    Where it all started. Get a sense of the size, varying practices, number of automated and manual systems used, cataloguing the various businesses the City was in. The beginnings of a knowledge database.H 8 0~dm.F ? 3380___PPT10.pΦ* 0 <(  <^ < S (v    < c $(    PThree alternatives were considered: Insource, Outsource and a Hybrid approach $%H < 0~dm.F ? 3380___PPT10.0]JU- 0 @(  @^ @ S (v    @ c $(    zSeveral months were taken to perform the due diligence phase of the 311 project Majority of the review and number crunching done in house. For a completeness and accuracy check on business case attributes several resources were brought in. This added time but was necessary as our approach could not rely on typical call centre or 311 models because of breadth of scope. We were able to use very timely information from bids received as we got responses for both outsource and hybrid. Collective agreement amendments were signed with CUPE to allow part time and flex time staffing. This was the key to the positive business case. H @ 0~dm.F ? 3380___PPT10.= 0 JBD(  D^ D S (v   < D c $ (    Tactical; early generation 311 used to alleviate 911 congestion. Operational; frequency, location, arrival patterns and the length of time it takes to deliver service are tracked and analyzed for better resource planning and capacity usage. Strategic; ultimately 311 can achieve greater transparency to citizens and show value for taxpayer dollar with shifts in tax dollar and utility spending based on reported citizen driven priorities. H D 0~dm.F ? 3380___PPT10.;. 0 KCH(  H^ H S (v   = H c $(    As with any project you need to lay the foundation for success before proceeding. A common front of support from politicians and senior management was key to kcik it off. Agents of change and proponents of 311 were embedded throughout the organization in strategic places. The pivotal positions in departments were key as they understood their cultures and could translate and sell our messaging effectively. H H 0~dm.F ? 3380___PPT10.r/ 0 L(  L^ L S (v    L c $(    xdThis is our overall project team organizational chart. I will speak to the bottom half later in the presentation. We worked this area for about two months before proceeding. With 11 departments and our Special Operating Agencies like Golf and Parking Services there were lots of presentations and appearances in front of various audiences. Please notice solid reporting lines through the departmental areas and the SMT (Senior Management Team) and dotted lines to the project. We were selling and reinforcing their accountability for the project s success at the same time; not always an easy job with something brand new while also taking existing call centre operations from them& & . H L 0~dm.F ? 3380___PPT10.|@> 0 PP(  P^ P S (v    P c $,(    FI am sure all of you are aware of the barriers to project success. This list, and the accountabilities of the project team and the departmental players was always a prominent part of our management of this intiiative. The intersection area at  unrealistic expectations was always translated by us to mean  being on the same page and we did those checks proactively rather than reactively.  H P 0~dm.F ? 3380___PPT10.s0 2 0 L D T (  T^ T S (v   >  T c $=(    xI don t think we would be sitting in this room if we didn t feel the need to respond to challenges. As with any project there was a long list& & these are a few& For the first several months while conducting the search for our Manager we made decisions using experience gained from Calgary and Minnepolis Careful information sharing with politicians allowed the project to remain stable and on course. My communications lead was an ex Chief of Staff for a former Mayor. The intelligence and insight there was huge. What to say, what not to say, when to say all were carefully orchestrated. Not unlike your own organizations City of Winnipeg staff are a curious lot; always wanting the details. We stuck to our philosophy of telling them what we know and being very clear on what we don t know. Three different CAOs during the implementation process and two directors where the 311 operations would report to. My immediate Sponsor stayed the same. Based on service requests number and breadth of subject matter we are the biggest; many implementation stretch to 18 and 24 months. >$ H T 0~dm.F ? 3380___PPT10.<4 0 ^V0X(  X^ X S (v   P X c $0P(    Three bids received from various consortiums of telephony, CRM software and implementation consultants. Multidisciplinary teams organized along project team lines although with expanded membership to bring departmental experts into the decision making. Short listed to two viable contenders Demos and questions achieved our goal of who could respond to our needs with the most integrated approach Selected Lagan software, Interactive Intelligence telephony infrastructure and Affiliated Computer Services (ACS) as the implementer and contract lead. Lagan is in Vancouver, Toronto, Minneapolis and San Francisco to name a few. Interactive is a company very active in the telephony solutions of many large companies such as BMW, Motorola, Sony, IBM, Oracle, etc. and ACS is a business processes and information processing company that operates worldwide and is very active in the public sector with approximately 70,000 employees worldwide. M11H X 0~dm.F ? 3380___PPT10. S< 5 0   @\L (  \^ \ S (v     \ c $i(    B  The core team had some unique features. Facilities included leasing agents, contractors, furniture salespeople, designers, landlords, etc. which were managed with the assistance of our Property, Planning and Development department In the technology stream the City is always quick to transition to a combination of in house and vendor support and prevent long term consulting dependency. Support to our dedicated project team of 4 persons was provided by our various departmental partners and our corporate IT resources. Major learning here was with the telephony and related network additions. HR was an active stream throughout with 3-5 dedicated resources depending on the phase. Moving from a many contact centre model to a consolidated one affected over 100 staff. Staff that were provided the option of finding work elsewhere in the City s organization. Redeployment strategy and administration was huge early and then recruiting, testing and hiring over 100 new staff occupied the balance of the project. Training and Change management had two dedicated resources split 1/3 change and 2/3 training. We pushed out the change management as much as possible to departments with the project team and departmental sponsor training in ADKAR (three day program). Training mostly focused on new staff, again we used departmental sponsors in a train the trainer role for mass departmental training. f H \ 0~dm.F ? 3380___PPT10. r GR Mb 2v$ f'Y, djmo(r!2\&R~l~.t |O *0$>M1qK(8   >/intrahom/311/311Logos/CMYK.zipZhttp://citynet/intrahom/311/311Logos/COh+'0T hp  Slide 1 sglugosh Sbidinos41Microsoft Office PowerPoint@{@ e@0O}GSg  )'    """)))UUUMMMBBB999|PP3f333f3333f3ffffff3f̙3ff333f333333333f33333333f33f3ff3f3f3f3333f33̙33333f333333f3333f3ffffff3f33ff3f3f3f3fff3ffffffffff3ffff̙fff3fffff3fff333f3f3ff3ff33f̙̙3̙ff̙̙̙3f̙3f333f3333f3ffffff3f̙3f3f3f333f3333f3ffffff3f̙3f3ffffffffff!___wwwwe4'A x(xKʦ """)))UUUMMMBBB999|PP3f3333f333ff3fffff3f3f̙f3333f3333333333f3333333f3f33ff3f3f3f3333f3333333f3̙33333f333ff3ffffff3f33f3ff3f3f3ffff3fffffffff3fffffff3f̙ffff3ff333f3ff33fff33f3ff̙3f3f3333f333ff3fffff̙̙3̙f̙̙̙3f̙3f3f3333f333ff3fffff3f3f̙3ffffffffff!___wwwݒݼݼݵݼݼݒݵܴܴݼݼݼ޵⬲⵻܊ݼݵݲݬݻݼݼݻܴyzttmE>/intrahom/311/311Logos/CMYK.zipZhttp://citynet/intrahom/311/311Logos/CMYK.zip/ 0LDArial_> 00TTGܖx: 0ܖ@ .  @n?" dd@  @@`` h[7( %)- :2345678: ;<=>?@ABCDEFGHIJ&KLMNOPQRSTVW4R$SJKTczzS$b$7/Wؾv S2$m:l8MT>?`c$$"$R"y|TAf 0AAPf3f@3ʚ;b5ʚ;g4YdYdHTx: 0Vppp@ <4dddd  0TpG 80___PPT10 pp?  %/'$City of Winnipeg 311 Project(3f AGENDA Establishing the imperative Initial steps and alternatives evaluation Business case review Organizational promotion Challenges assessed Implementation RFP design and vendor selection Project components and plan Project delivery highlights Project launch \PPP3f3f3f21City of Winnipeg 311 Project(3f Establishing the imperative Initial steps and alternatives evaluation Business case review Organizational promotion Challenges assessed Implementation RFP design and vendor selection Project components Project delivery highlights Project launch :3fThe Imperative3f311 is the Mayor s #1 service delivery priority 311 Satisfies the Red Tape Commission s #24 and #25 recommendations: Build a better front door to City services by setting standard response times to acknowledge citizen inquiries. Enhance customer service by identifying an appropriate  311 based solution . Customer service with more consistency and greater capacity 2ZZEZZZ=ZZ23f3fE3f3fo3f3fM3f;3f3f  3f,) Initial steps3f 3f-*Alternatives considered3fInsource; City staff responsible for operations. new standardized technology and implementation consulting purchased through RFP. City responsible for change management, communication and staff hiring. Facility leasehold improvements designed by City. >  3f3f3f.+Alternatives considered3fOutsource; City establishes implementation scope. City establishes performance measurement criteria. contract and service level agreement signed with operator for all operational aspects. @  3f3f3f/,Alternatives considered3fHybrid; City staff provided for call taking responsibilities. Operator provides management. All other criteria same as Outsource. H | 3f|3f3f0-Business Case 3fExtensive cost saving, cost avoidance exercise with CAO sponsorship and CFO guidance. Some outside expertise brought in for Total Cost of Ownership check. Real information with limited assumptions fed from alternative bid information received. Considered alternative staffing model with CUPE union. Insource provided best value with CUPE commitment. Positive return with enhanced customer service delivery \+3f 3f)3f3f73f3f+fB=311 Value Proposition3f 1.Promoting the vision3f[Sponsorship commitment received from the Mayor and CAO. Support from all department heads and chiefs. Developed and established key departmental sponsorships High profile, pivots between senior management and working level affected staff Allow for successful cascade of communication, change management , positions and training opportunities B3f3f3f3/  C>  52 Challenges 3fgBuilding a new facility and organization without the future manager Keeping a politically sensitive initiative within the boundaries of project management Communicating finer details about the future state to stakeholders in advance of knowing Senior management changes Completing the largest 311 implementation in North America in the least amount of time .h3f3f63 RFP Design 3f.Significant background information featured Clear statements on expected performance Fixed fee amount provided Significant weighting on experience of team and vendor commitment to public sector Mandatory template driven for maximum objective comparability of bids One hand to shake response forced. .,/3f94Vendor selection3fFairly typical format Bid submission review by multidisciplinary teams Short list Demonstrations and questions answered Drive real meaning out of methodology and approach language Designed to  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|~Root EntrydO)PicturesfCurrent UserJSummaryInformation(RT}PowerPoint Document(DocumentSummaryInformation8<ƣ +4h]AWY X!sO7s,ZpF薘 %9ZaaH(fg85g؃[~*BO} 'YI?s2JƠm|&{bT>$!FHܣcxoCr M,f'J(/D2G=޷fNMvЅ=ta+ÇVlCO,/3%τ4!Cay(0H;.O,MJdX\h}V[k%IŭU F`^fN:^UAK%$ʀl_+#/)>J%^DyI7z.B2.`^OpPqZJ7gebz69ǹ,9P#[(:>"8+Xd +JϔT)ZLDI*H4_1kDب lWD`^ 6jHֱ45˾2+_MYK.zip/ 0LDArial_> 00TTGܖx: 0ܖ@ .  @n?" dd@  @@`` h[F- %)$%&)*- :2345678: ;<=>?@ABCDEFGHIJ&KLMNOPQRSTVW4R$SJKTczzS$b$7/Wؾv S2$m:l8MT>?`c$$"$R"y|TAf 0AAPf3f@3ʚ;b5ʚ;g4YdYdHTx: 0Vppp@ <4dddd  0TpG 80___PPT10 pp?  %A'$City of Winnipeg 311 Project(3f AGENDA Establishing the imperative Initial steps and alternatives evaluation Business case review Organizational promotion Challenges assessed Implementation RFP design and vendor selection Project components and plan Project delivery highlights Project launch \PPP3f3f3f21City of Winnipeg 311 Project(3f Establishing the imperative Initial steps and alternatives evaluation Business case review Organizational promotion Challenges assessed Implementation RFP design and vendor selection Project components Project delivery highlights Project launch :3fThe Imperative3f311 is the Mayor s #1 service delivery priority 311 Satisfies the Red Tape Commission s #24 and #25 recommendations: Build a better front door to City services by setting standard response times to acknowledge citizen inquiries. Enhance customer service by identifying an appropriate  311 based solution . Customer service with more consistency and greater capacity 2ZZEZZZ=ZZ23f3fE3f3fo3f3fM3f;3f3f  3f,) Initial steps3f 3f-*Alternatives considered3fInsource; City staff responsible for operations. new standardized technology and implementation consulting purchased through RFP. City responsible for change management, communication and staff hiring. Facility leasehold improvements designed by City. >  3f3f3f.+Alternatives considered3fOutsource; City establishes implementation scope. City establishes performance measurement criteria. contract and service level agreement signed with operator for all operational aspects. @  3f3f3f/,Alternatives considered3fHybrid; City staff provided for call taking responsibilities. Operator provides management. All other criteria same as Outsource. H | 3f|3f3f0-Business Case 3fExtensive cost saving, cost avoidance exercise with CAO sponsorship and CFO guidance. Some outside expertise brought in for Total Cost of Ownership check. Real information with limited assumptions fed from alternative bid information received. Considered alternative staffing model with CUPE union. Insource provided best value with CUPE commitment. Positive return with enhanced customer service delivery \+3f 3f)3f3f73f3f+fB=311 Value Proposition3f 1.Promoting the vision3f[Sponsorship commitment received from the Mayor and CAO. Support from all department heads and chiefs. Developed and established key departmental sponsorships High profile, pivots between senior management and working level affected staff Allow for successful cascade of communication, change management , positions and training opportunities B3f3f3f3/  C>  52 Challenges 3fgBuilding a new facility and organization without the future manager Keeping a politically sensitive initiative within the boundaries of project management Communicating finer details about the future state to stakeholders in advance of knowing Senior management changes Completing the largest 311 implementation in North America in the least amount of time .h3f3f63 RFP Design 3f.Significant background information featured Clear statements on expected performance Fixed fee amount provided Significant weighting on experience of team and vendor commitment to public sector Mandatory template driven for maximum objective comparability of bids One hand to shake response forced. .,/3f94Vendor selection3fFairly typical format Bid submission review by multidisciplinary teams Short list Demonstrations and questions answered Drive real meaning out of methodology and approach language Designed to see how bid consortiums worked together Final selectionddp3fd3fp3f3f:5  ;6Project Plan Overview3f<7Delivery highlights 3fSignificant amount of concurrent activity for typically sequential tasks Ingenuity, communication, proactive management and timely decision making key Knowledge base build is the heart of 311 Software configuration had to be staged by department Testing by department immediately followed configuration Inter-department processes and interfaces to work management systems near the end2I9I3f93f=8Delivery highlights3fSplit project build activities from operation oriented tasks Final stages of facility prep and testing Recruitment Contact Centre staff training Took advantage of 311 Manager hire knowledge of operations During knowledge build the City s web presence was realigned to be more citizen friendly Over 600 service request able to be answered H=T=3fT3f3f?:Delivery highlights3fCommunications was a 1.5 person effort for internal, political and citizen audiences Staying low key, with frequent proactive updates internally and politically kept the project focused Remaining consistent with messaging to enquiring media provided room to complete our  big bang announcement Change management was a project sponsored but organization embraced activity ADKAR (awareness/desire/knowledge/ability/reinforcement) taught and used throughout for common change reference UZZMZsZU3fd3fm3fM3fs3f>9Delivery Stats.3fProject implementation - 15 months Microsoft Project Plan tasks  1112 lines Telephone lines, existing IVRs and email addresses removed  over 500 Full and part time staff hires  over 100 22 existing contact centres shut down 311 Centre  over 11,000 sq. ft. with 60 CSR stations Over 600 service requests scripted 100 s of information requests scripted Calling capacity rated at 2.4 millions calls per year 24 x 7 operations Over 300 staff trained on software use "P3f,hf@;Project Launch3fAs planned; Big bang for the public, Non event for trained staff and tested infrastructure Significant testing effort in advance paid off Pre go live training hit the mark Mayor and Council briefed hours before go live in line with communication strategy of just in time N  3f~3f3fA<Project Launch3f Early challenges expected and seen. Wait times discussed Information clarity concerns Calls not translating to better service noted Councilor and media tests for information Early wins River Heights By-Election Red River flood fighting < 1/10 of 1% complaint rate $ P$3f3f 3fP3f3f  3fO?1st Quarter Delivery Stats.03f 3f3f4First three months call volume  567,830 First three months email volume  17,800 74% of contacts were for information 26% of contacts were for service Top five Information requests; Transit (64%) Recreation and Leisure (6%) Water (4%) Assessment & Tax (4%) Street Maintenance (3%)@c3f 3fc3fP@  $ Critical Success Factors$:Leadership at many levels Political support  citizens need to be encouraged to use the service CAO Secretariat  sponsorship, support and decision making at the senior management team level CUPE leadership and members - leading a collaborative effort Project management  facilitate, motivate and sustain team and departmental sponsor involvement Project team leads  demonstrate, influence and deliver Department Sponsors  lead, reinforce and advance the change imperative Department staff  source of knowledge and influence PPFPPPP`PP8PPPPPF8  %!Critical Success Factors$NWell organized and well communicated It is about setup and follow through& & .. We are all in this together The 311 multidisciplinary team structure celebrates and understands differences Firm on scope but not restrictive on input sources Clarity on roles, responsibilities and accountabilityP%)P36 What is 311? $:For citizens An easy to remember phone number to connect to the City Access to non-emergency services Now a single point of access to all City services Increased accessibility and convenience 24x365, by phone, mail, fax, email or web Universal Customer Service Representatives (CSR) Minneapolis 311 video hP2PPSPP3PPPP [2      What is 311? $ $For the City A completely new way of citizen service delivery Enhanced hours Enhanced data A single front door to the City that represents all departments All service requests (SR) and information requests (IR) will reside in one form, one system Significant telephone, centre operations, and knowledge management technologies enable information to flow quickly Universal Customer Service Representatives (CSR) APPPPPPP 3H ! What is 311? $XFor the City All CSRs will be trained and will perform in a consistent manner for highest service level possible CSR resources will be optimized with advanced scheduling techniques Reporting and analysis capabilities can enable optimal resource allocations A significant investment in people& & & & >(  /l478DEFGHIJ K L M  0 ((  ( ( ND]k]k w%   n*  J$$JJnn ( NXU]k]k  7%  p*  J$$JJnnd ( c $ ?RG  4 ( N8X]k]k  ~"  RClick to edit Master text styles Second level Third level Fourth level Fifth level!     S  ( T4e]k]k w   n*  J$$JJnn  ( Tg]k]k  7  p*  J$$JJnnH ( 0jB ? 3380___PPT10.Ig   0 &  0 (  0x 0 c $Gi `}  i lR 0 6@"`z f XB 0 0D)9  0 0Yi D  DTactical Value 2  0 0^ig GOperational Value 2  0 0@ci]W  EStrategic Value 2 XR 0 0 "^  0 6w@ S ^  0 66 :~   0 08gi6   b,Lower operating costs and more effective 911- 2-   0 0li@ S% Z$Resource allocation to greatest need% 2%   0 0pi _  j4Transparency to citizens and ease of service receipt5 25  0 6tio"`t(  bOne number to call, one email address, 24x7 Reports to Mayor and Council on resource utilization City wide reporting on information and service requests Standardized practices, policies, and procedures with universal CSRs 911 non emergency calls drop $ 2 2 !RB 0@ s *D t RB 0@ s *DtRB 0@ s *Dt2RB 0 s *D@` t@RB 0@ s *Dt H 0 0޽h ? 3380___PPT10.h Vy0  0 `d0(  dx d c $  `}   x d c $<  `   H d 0޽h ? 3380___PPT10.0&?  0  ph(  hd h C <A$MCBD00028_0000[1]F H h 0޽h ? 3380___PPT10.@$ 0 ~(  ^  S (RG   x  c $z( ~"   H  0jB ? 3380___PPT10.Ͷ@1 0 ~v(  ^  S (RG   zp  c $Xz( ~"  z 1  why, what planned and some of how 2  more how, who and some when - entry strategy 3  more when, what delivered and showing broader stakeholders more how 4  what delivered, why and what explained to citizens, who featured  exit strategy  1 H  0jB ? 3380___PPT10.Ҷ`U73 0 ( (  ^  S (RG   z  c $tz( ~"  z Significant background featured  looking for vendor comprehension, sensitivity and adaptability Expected performance levels carried forward from previous decision points and business case Fixed fee  relative spend ability forced to be considered and better solution design for the price expected, quicker to proceed after bid acceptance One hand to shake required as we knew the scope of our request would not be handled by one vendor or consulting company.H  0jB ? 3380___PPT10.Ҷp `) 0 XP8(  8^ 8 S (RG   zJ 8 c $z( ~"  z Where it all started. Get a sense of the size, varying practices, number of automated and manual systems used, cataloguing the various businesses the City was in. The beginnings of a knowledge database.H 8 0jB ? 3380___PPT10.pΦ* 0 <(  <^ < S (RG   z < c $z( ~"  z PThree alternatives were considered: Insource, Outsource and a Hybrid approach $%H < 0jB ? 3380___PPT10.0]JU- 0 @(  @^ @ S (RG   z @ c $,z( ~"  z zSeveral months were taken to perform the due diligence phase of the 311 project Majority of the review and number crunching done in house. For a completeness and accuracy check on business case attributes several resources were brought in. This added time but was necessary as our approach could not rely on typical call centre or 311 models because of breadth of scope. We were able to use very timely information from bids received as we got responses for both outsource and hybrid. Collective agreement amendments were signed with CUPE to allow part time and flex time staffing. This was the key to the positive business case. H @ 0jB ? 3380___PPT10.J= 0 DZ(  D^ D S (RG    D c $( ~"   PTactical; early generation 311 used to alleviate 911 congestion. Operational; frequency, location, arrival patterns and the length of time it takes to deliver service are tracked and analyzed for better resource planning and capacity usage. Universal Customer Service Reps. Handle wide variety and provide better capacity utilization. Strategic; ultimately 311 can achieve greater transparency to citizens and show value for taxpayer dollar with shifts in tax dollar and utility spending based on reported citizen driven priorities. D H D 0jB ? 3380___PPT10.;. 0 KCH(  H^ H S (RG   = H c $( ~"   As with any project you need to lay the foundation for success before proceeding. A common front of support from politicians and senior management was key to kcik it off. Agents of change and proponents of 311 were embedded throughout the organization in strategic places. The pivotal positions in departments were key as they understood their cultures and could translate and sell our messaging effectively. H H 0jB ? 3380___PPT10./ 0 L.(  L^ L S (RG    L c $( ~"   $This is our overall project team organizational chart. I will speak to the bottom half later in the presentation. We worked this area for about two months before proceeding. With 11 departments and our Special Operating Agencies like Golf and Parking Services there were lots of presentations and appearances in front of various audiences. Please notice solid reporting lines through the departmental areas and the SMT (Senior Management Team) and dotted lines to the project. We were selling and reinforcing their accountability for the project s success at the same time; not always an easy job with something brand new while also taking existing call centre operations from them& & . Department Sponsors were key and lead, reinforced and advanced our change imperative.H L 0jB ? 3380___PPT10.|@> 0 PP(  P^ P S (RG    P c $1( ~"   FI am sure all of you are aware of the barriers to project success. This list, and the accountabilities of the project team and the departmental players was always a prominent part of our management of this intiiative. The intersection area at  unrealistic expectations was always translated by us to mean  being on the same page and we did those checks proactively rather than reactively.  H P 0jB ? 3380___PPT10.s0 2 0 : 2 T (  T^ T S (RG   ,  T c $;( ~"   xI don t think we would be sitting in this room if we didn t feel the need to respond to challenges. As with any project there was a long list& & these are a few& For the first several months while conducting the search for our Manager we made decisions using experience gained from Calgary and Minnepolis Careful information sharing with politicians allowed the project to remain stable and on course. My communications lead was an ex Chief of Staff for a former Mayor. The intelligence and insight there was huge. What to say, what not to say, when to say all were carefully orchestrated. Not unlike your own organizations City of Winnipeg staff are a curious lot; always wanting the details. We stuck to our philosophy of telling them what we know and being very clear on what we don t know. Three different CAOs during the implementation process and two directors where the 311 operations would report to. My immediate Sponsor stayed the same. Based on service requests number and breadth of subject matter we are the biggest; many implementation stretch to 18 and 24 months. ,$  H T 0jB ? 3380___PPT10.<4 0 <40X(  X^ X S (RG   . X c $ O( ~"   Three bids received from various consortiums of telephony, CRM software and implementation consultants. Multidisciplinary teams organized along project team lines although with expanded membership to bring departmental experts into the decision making. Short listed to two viable contenders Demos and questions achieved our goal of who could respond to our needs with the most integrated approach Selected Lagan software, Interactive Intelligence telephony infrastructure and Affiliated Computer Services (ACS) as the implementer and contract lead. Lagan is in Vancouver, Toronto, Minneapolis and San Francisco to name a few. Interactive is a company very active in the telephony solutions of many large companies such as BMW, Motorola, Sony, IBM, Oracle, etc. and ACS is a business processes and information processing company that operates worldwide and is very active in the public sector with approximately 70,000 employees worldwide. H X 0jB ? 3380___PPT10. S 5 0   @\* (  \^ \ S (RG     \ c $h( ~"    The core team had some unique features. Facilities included leasing agents, contractors, furniture salespeople, designers, landlords, etc. which were managed with the assistance of our Property, Planning and Development department In the technology stream the City is always quick to transition to a combination of in house and vendor support and prevent long term consulting dependency. Support to our dedicated project team of 4 persons was provided by our various departmental partners and our corporate IT resources. Major learning here was with the telephony and related network additions. HR was an active stream throughout with 3-5 dedicated resources depending on the phase. Moving from a many contact centre model to a consolidated one affected over 100 staff. Staff that were provided the option of finding work elsewhere in the City s organization. Redeployment strategy and administration was huge early and then recruiting, testing and hiring over 100 new staff occupied the balance of the project. Training and Change management had two dedicated resources split 1/3 change and 2/3 training. We pushed out the change management as much as possible to departments with the project team and departmental sponsor training in ADKAR (three day program). Training mostly focused on new staff, again we used departmental sponsors in a train the trainer role for mass departmental training. H \ 0jB ? 3380___PPT10. rd?4*7 8>BDΰV8 1y;O N=>!P1m9(8      8@ _PID_HLINKSA.http://citynet/intrahom/311/311Logos/CMYK.zip.http://citynet/i&_Cory AlexanderCory Alexander _0SbidinosSbidinos see how bid consortiums worked together Final selectionddp3fd3fp3f3f:5  ;6Project Plan Overview3f<7Delivery highlights 3fSignificant amount of concurrent activity for typically sequential tasks Ingenuity, communication, proactive management and timely decision making key Knowledge base build is the heart of 311 Software configuration had to be staged by department Testing by department immediately followed configuration Inter-department processes and interfaces to work management systems near the end2I9I3f93f=8Delivery highlights3fSplit project build activities from operation oriented tasks Final stages of facility prep and testing Recruitment Contact Centre staff training Took advantage of 311 Manager hire knowledge of operations During knowledge build the City s web presence was realigned to be more citizen friendly Over 600 service request able to be answered H=T=3fT3f3f?:Delivery highlights3fCommunications was a 1.5 person effort for internal, political and citizen audiences Staying low key, with frequent proactive updates internally and politically kept the project focused Remaining consistent with messaging to enquiring media provided room to complete our  big bang announcement Change management was a project sponsored but organization embraced activity ADKAR (awareness/desire/knowledge/ability/reinforcement) taught and used throughout for common change reference UZZMZsZU3fd3fm3fM3fs3f>9Delivery Stats.3fProject implementation - 15 months Microsoft Project Plan tasks  1112 lines Telephone lines, existing IVRs and email addresses removed  over 500 Full and part time staff hires  over 100 22 existing contact centres shut down 311 Centre  over 11,000 sq. ft. with 60 CSR stations Over 600 service requests scripted 100 s of information requests scripted Calling capacity rated at 2.4 millions calls per year 24 x 7 operations Over 300 staff trained on software use "P3f,hf@;Project Launch3fAs planned; Big bang for the public, Non event for trained staff and tested infrastructure Significant testing effort in advance paid off Pre go live training hit the mark Mayor and Council briefed hours before go live in line with communication strategy of just in time N  3f~3f3fA<Project Launch3f Early challenges expected and seen. Wait times discussed Information clarity concerns Calls not translating to better service noted Councilor and media tests for information Early wins River Heights By-Election Red River flood fighting < 1/10 of 1% complaint rate $ P$3f3f 3fP3f3f  3fO?1st Quarter Delivery Stats.03f 3f3f4First three months call volume  567,830 First three months email volume  17,800 74% of contacts were for information 26% of contacts were for service Top five Information requests; Transit (64%) Recreation and Leisure (6%) Water (4%) Assessment & Tax (4%) Street Maintenance (3%)@c3f 3fc3fP@  /l478DEFGHIJ K L M r@&%P1s9(8   >/intrahom/311/311Logos/CMYK.zip      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|~Zhttp://citynet/intrahom/311/311Logos/CMYK.zip/ 0LDArial_> 00TTGܖx: 0ܖ@ .  @n?" dd@  @@`` h[?( %)- :2345678: ;<=>?@ABCDEFGHI J&KLMNOPQRSTVW4R$SJKTczzS$b$7/Wؾv S2$m:l8MT>?`c$$"$R"y|TAf 0AAPf3f@3ʚ;b5ʚ;g4hdhdHTx: 0Rppp@ <4dddd  0TpG 80___PPT10 pp?  %/'$City of Winnipeg 311 Project(3f  AGENDA Establishing the imperative Initial steps and alternatives evaluation Business case review Organizational promotion Challenges assessed Implementation RFP design and vendor selection Project components and plan Project delivery highlights Project launch N PPP 3f3f21City of Winnipeg 311 Project(3f Establishing the imperative Initial steps and alternatives evaluation Business case review Organizational promotion Challenges assessed Implementation RFP design and vendor selection Project components Project delivery highlights Project launch :3fThe Imperative3f311 is the Mayor s #1 service delivery priority 311 Satisfies the Red Tape Commission s #24 and #25 recommendations: Build a better front door to City services by setting standard response times to acknowledge citizen inquiries. Enhance customer service by identifying an appropriate  311 based solution . Customer service with more consistency and greater capacity 2ZZEZZZ=ZZ23f3fE3f 3fo3f3fM3f 3f;3f3f  3f,) Initial steps3f 3f-*Alternatives considered3fInsource; City staff responsible for operations. new standardized technology and implementation consulting purchased through RFP. City responsible for change management, communication and staff hiring. Facility leasehold improvements designed by City. >  3f3f3f.+Alternatives considered3fOutsource; City establishes implementation scope. City establishes performance measurement criteria. contract and service level agreement signed with operator for all operational aspects. @  3f3f3f/,Alternatives considered3fHybrid; City staff provided for call taking responsibilities. Operator provides management. All other criteria same as Outsource. H | 3f|3f3f0-Business Case 3fExtensive cost saving, cost avoidance exercise with CAO sponsorship and CFO guidance. Some outside expertise brought in for Total Cost of Ownership check. Real information with limited assumptions fed from alternative bid information received. Considered alternative staffing model with CUPE union. Insource provided best value with CUPE commitment. Positive return with enhanced customer service delivery \+3f 3f)3f3f73f3f+fB=311 Value Proposition3f 1.Promoting the vision3f[Sponsorship commitment received from the Mayor and CAO. Support from all department heads and chiefs. Developed and established key departmental sponsorships High profile, pivots between senior management and working level affected staff Allow for successful cascade of communication, change management , positions and training opportunities B3f3f3f3/  C>  52 Challenges 3fgBuilding a new facility and organization without the future manager Keeping a politically sensitive initiative within the boundaries of project management Communicating finer details about the future state to stakeholders in advance of knowing Senior management changes Completing the largest 311 implementation in North America in the least amount of time .h3f3f63 RFP Design 3f.Significant background information featured Clear statements on expected performance Fixed fee amount provided Significant weighting on experience of team and vendor commitment to public sector Mandatory template driven for maximum objective comparability of bids One hand to shake response forced. .,/3f94Vendor selection3fFairly typical format Bid submission review by multidisciplinary teams Short list Demonstrations and questions answered Drive real meaning out of methodology and approach language Designed to see how bid consortiums worked together Final selectionddp3fd3fp3f3f:5  ;6Project Plan Overview3f<7Delivery highlights 3fSignificant amount of concurrent activity for typically sequential tasks Ingenuity, communication, proactive management and timely decision making key Knowledge base build is the heart of 311 Software configuration had to be staged by department Testing by department immediately followed configuration Inter-department processes and interfaces to work management systems near the end2I9I3f93f=8Delivery highlights3fSplit project build activities from operation oriented tasks Final stages of facility prep and testing Recruitment Contact Centre staff training Took advantage of 311 Manager hire knowledge of operations During knowledge build the City s web presence was realigned to be more citizen friendly Over 600 service request able to be answered H=T=3fT3f3f?:Delivery highlights3fCommunications was a 1.5 person effort for internal, political and citizen audiences Staying low key, with frequent proactive updates internally and politically kept the project focused Remaining consistent with messaging to enquiring media provided room to complete our  big bang announcement Change management was a project sponsored but organization embraced activity ADKAR (awareness/desire/knowledge/ability/reinforcement) taught and used throughout for common change reference UZZMZsZU3fd3fm3fM3fs3f>9Delivery Stats.3fProject implementation - 15 months Microsoft Project Plan tasks  1112 lines Telephone lines, existing IVRs and email addresses removed  over 500 Full and part time staff hires  over 100 22 existing contact centres shut down 311 Centre  over 11,000 sq. ft. with 60 CSR stations Over 600 service requests scripted 100 s of information requests scripted Calling capacity rated at 2.4 millions calls per year 24 x 7 operations Over 300 staff trained on software use "P3f,hf@;Project Launch3fAs planned; Big bang for the public, Non event for trained staff and tested infrastructure Significant testing effort in advance paid off Pre go live training hit the mark Mayor and Council briefed hours before go live in line with communication strategy of just in time N  3f~3f3fA<Project Launch3f Early challenges expected and seen. Wait times discussed Information clarity concerns Calls not translating to better service noted Councilor and media tests for information Early wins River Heights By-Election Red River flood fighting < 1/10 of 1% complaint rate $ P$3f3f 3fP3f3f  3fO?1st Quarter Delivery Stats.03f 3f3f4First three months call volume  567,830 First three months email volume  17,800 74% of contacts were for information 26% of contacts were for service Top five Information requests; Transit (64%) Recreation and Leisure (6%) Water (4%) Assessment & Tax (4%) Street Maintenance (3%)@c3f 3fc3fP@  /l478DEFGHIJ K L M }  0  $(  r  S  `}   r  S h  H  0޽h ? 33___PPT10i.h `E+D=' = @B +  0 2* (  x  c $$ `}   x  c $Mp  RB  s *DԔRB  s *DԔF F RB  s *DԔV V   02 31 2  0p  32 2  6DF f  33 2  B@   34 2H  0޽h ? 33___PPT10i.h `E+D=' = @B +}  0 $(  r  S 9t   r  S z  H  0޽h ? 33___PPT10i.h \+D=' = @B +P  0 g_0 (  0x 0 c $Gi `}  i lR 0 6@"`z f XB 0 0D)9  0 0Yi D  DTactical Value 2  0 0^ig GOperational Value 2  0 0@ci]W  EStrategic Value 2 XR 0 0 "^  0 6w@ S ^  0 66 :~   0 08gi6   b,Lower operating costs and more effective 911- 2-   0 0li@ S% Z$Resource allocation to greatest need% 2%   0 0pi _  j4Transparency to citizens and ease of service receipt5 25  0 6tio"`tt JOne number to call, one email address, 24x7 Reports to Mayor and Council on resource utilization City wide reporting on information and service requests Standardized practices, policies, and procedures with universal CSRs $ 2 2 RB 0@ s *D G RB 0@ s *DRB 0@ s *DF2RB 0 s *DFX2 0 0MZ@RB 0@ s *D] @X2 0 0FX2 0 0C X2 0 09 9 0 0Ҁ &9` ]911 non emergency calls drop $ 2 2 RB 0 s *D f X2 0 0 f RB 0 s *Ds  H 0 0޽h ? 33___PPT10i.h Vy+D=' = @B +r(Z%}g'^2ZaBj=6%ZyP1s9(8   >/intrahom/311/311Logos/CMYK.zipZhttp://citynet/intrahom/311/311Logos/CMYK.zip/ 0LDArial_> 00TTGܖx: 0ܖ@ .  @n?" dd@  @@`` h[@( %)- :2345678: ;<=>?@ABCDEFGHI J&KLMNOPQRSTVW4R$SJKTczzS$b$7/Wؾv S2$m:l8MT>?`c$$"$R"y|TAf 0AAPf3f@3ʚ;b5ʚ;g4hdhdHTx: 0Rppp@ <4dddd  0TpG 80___PPT10 pp?  %/'$City of Winnipeg 311 Project(3f  AGENDA Establishing the imperative Initial steps and alternatives evaluation Business case review Organizational promotion Challenges assessed Implementation RFP design and vendor selection Project components and plan Project delivery highlights Project launch N PPP 3f3f21City of Winnipeg 311 Project(3f Establishing the imperative Initial steps and alternatives evaluation Business case review Organizational promotion Challenges assessed Implementation RFP design and vendor selection Project components Project delivery highlights Project launch :3fThe Imperative3f311 is the Mayor s #1 service delivery priority 311 Satisfies the Red Tape Commission s #24 and #25 recommendations: Build a better front door to City services by setting standard response times to acknowledge citizen inquiries. Enhance customer service by identifying an appropriate  311 based solution . Customer service with more consistency and greater capacity 2ZZEZZZ=ZZ23f3fE3f 3fo3f3fM3f 3f;3f3f  3f,) Initial steps3f 3f-*Alternatives considered3fInsource; City staff responsible for operations. new standardized technology and implementation consulting purchased through RFP. City responsible for change management, communication and staff hiring. Facility leasehold improvements designed by City. >  3f3f3f.+Alternatives considered3fOutsource; City establishes implementation scope. City establishes performance measurement criteria. contract and service level agreement signed with operator for all operational aspects. @  3f3f3f/,Alternatives considered3fHybrid; City staff provided for call taking responsibilities. Operator provides management. All other criteria same as Outsource. H | 3f|3f3f0-Business Case 3fExtensive cost saving, cost avoidance exercise with CAO sponsorship and CFO guidance. Some outside expertise brought in for Total Cost of Ownership check. Real information with limited assumptions fed from alternative bid information received. Considered alternative staffing model with CUPE union. Insource provided best value with CUPE commitment. Positive return with enhanced customer service delivery \+3f 3f)3f3f73f3f+fB=311 Value Proposition3f 1.Promoting the vision3f[Sponsorship commitment received from the Mayor and CAO. Support from all department heads and chiefs. Developed and established key departmental sponsorships High profile, pivots between senior management and working level affected staff Allow for successful cascade of communication, change management , positions and training opportunities B3f3f3f3/  C>  52 Challenges 3fgBuilding a new facility and organization without the future manager Keeping a politically sensitive initiative within the boundaries of project management Communicating finer details about the future state to stakeholders in advance of knowing Senior management changes Completing the largest 311 implementation in North America in the least amount of time .h3f3f63 RFP Design 3f.Significant background information featured Clear statements on expected performance Fixed fee amount provided Significant weighting on experience of team and vendor commitment to public sector Mandatory template driven for maximum objective comparability of bids One hand to shake response forced. .,/3f94Vendor selection3fFairly typical format Bid submission review by multidisciplinary teams Short list Demonstrations and questions answered Drive real meaning out of methodology and approach language Designed to see how bid consortiums worked together Final selectionddp3fd3fp3f3f:5  ;6Project Plan Overview3f<7Delivery highlights 3fSignificant amount of concurrent activity for typically sequential tasks Ingenuity, communication, proactive management and timely decision making key Knowledge base build is the heart of 311 Software configuration had to be staged by department Testing by department immediately followed configuration Inter-department processes and interfaces to work management systems near the end2I9I3f93f=8Delivery highlights3fSplit project build activities from operation oriented tasks Final stages of facility prep and testing Recruitment Contact Centre staff training Took advantage of 311 Manager hire knowledge of operations During knowledge build the City s web presence was realigned to be more citizen friendly Over 600 service request able to be answered H=T=3fT3f3f?:Delivery highlights3fCommunications was a 1.5 person effort for internal, political and citizen audiences Staying low key, with frequent proactive updates internally and politically kept the project focused Remaining consistent with messaging to enquiring media provided room to complete our  big bang announcement Change management was a project sponsored but organization embraced activity ADKAR (awareness/desire/knowledge/ability/reinforcement) taught and used throughout for common change reference UZZMZsZU3fd3fm3fM3fs3f>9Delivery Stats.3fProject implementation - 15 months Microsoft Project Plan tasks  1112 lines Telephone lines, existing IVRs and email addresses removed  over 500 Full and part time staff hires  over 100 22 existing contact centres shut down 311 Centre  over 11,000 sq. ft. with 60 CSR stations Over 600 service requests scripted 100 s of information requests scripted Calling capacity rated at 2.4 millions calls per year 24 x 7 operations Over 300 staff trained on software use "P3f,hf@;Project Launch3fAs planned; Big bang for the public, Non event for trained staff and tested infrastructure Significant testing effort in advance paid off Pre go live training hit the mark Mayor and Council briefed hours before go live in line with communication strategy of just in time N  3f~3f3fA<Project Launch3f Early challenges expected and seen. Wait times discussed Information clarity concerns Calls not translating to better service noted Councilor and media tests for information Early wins River Heights By-Election Red River flood fighting < 1/10 of 1% complaint rate $ P$3f3f 3fP3f3f  3fO?1st Quarter Delivery Stats.03f 3f3f4First three months call volume  567,830 First three months email volume  17,800 74% of contacts were for information 26% of contacts were for service Top five Information requests; Transit (64%) Recreation and Leisure (6%) Water (4%) Assessment & Tax (4%) Street Maintenance (3%)@c3f 3fc3fP@  /l478DEFGHIJ K L M }   0 $(  r  S i `}  i r  S i/ i H  0޽h ? 33___PPT10i.ж 9+D=' = @B +7  0 66 ~6(  ~  s *4(q'g  q   0)q"`] 4  2  0-q"`q= CProject Team est. 2  0H1q"`q  ODepartmental partnership est. 2f  0"`M] ^f   0"`M] ^f   0"`M^   06qz^ N F 2007$ 2    0;qzIN F 2009" 2    09qzFN 82008 2f  0"`] LB  c $D]z z LB  c $D]] ] LB  c $D]@ @ LB  c $D]# # LB  c $D]  LB  c $D] LB  c $D] LB  c $D] LB  c $D] LB  c $D]tt LB  c $D]VV LB  c $D]99 LB  c $D] LB  c $D]   0Gq]  5Nov 2   0Kq]z  5Dec 2   0tOq]0 n  5Jan 2    0\Sq] Q  5Feb 2  ! 0Wq] 3  5Mar 2  " 0HPq]  5Apr 2  # 0,^q]  5May 2  $ 0,aq] 5Jun 2  % 0 eq] 5Jul 2  & 0hq]c 5Aug 2  ' 0mq]F 5Sep 2  ( 0oq])g 5Oct 2  ) 0Tkq] 5Jan 2  * 0vq] 5Dec 2  + 0pzq] J 5Nov 2 LB , c $DLB - c $DLB .@ c $D]q]LB / c $D]qq LB 0@ c $DqLB 1@ c $DqLB 2 c $D}q} 3 0Dq}q Q N311 Centre facility approval 2LB 4 c $D2q2X 5 0} X 6 0 PX 7 0  8 0qS qz '  V$RFP for Implementation partner/start% 2%LB 9 c $DqX : 0S  ` LB < c $DqLB = c $DS qS LB > c $D q LB ? c $D q LB @ c $Ds qs LB A c $D) q)  B 0qq T"Validate tech./report requirements# 2#X C 0] # p D 0qqq  NRFP for Knowledge Mgmt/start 2X E 0] # &  F 0q q-  FKnowledge Mgmt build 2X G 0   H 0q q  U#Integrated knowledge solution build$ 2$X I 0s &  K 0q q  Q311 Centre CSR staff recruiting 2 LB M c $D   N <q q<g I311 Centre staff training P <q) q  S#Affected staff redeployment process$$X Q 0) &, X S 0Yj T 0qM &m \(Go live  January 16 23fX  0 q LB  c $D z z LB  c $D ] ] LB  c $D @ @ LB  c $D # # LB  c $D   LB  c $D LB  c $D  LB  c $D  LB  c $D  LB  c $D tt LB  c $D VV LB  c $D 99 LB  c $D  LB  c $D    0qs q G  T"Integrated knowledge solution test# 2#X  0 ILB  c $Df LB  c $Df z z LB  c $Df ] ] LB  c $Df @ @ LB  c $Df # # LB  c $Df   LB  c $Df LB  c $Df LB  c $Df LB  c $Df LB  c $Df ttLB  c $Df VVLB  c $Df 99LB  c $Df ILB  c $Df IX  0  IF   0q2q B311 Centre build 2X  02 FX  0 &,f X  0 ,f  0"`f  0"`vtX  0IX  0I9,LB  c $DIttLB  c $DIVVLB  c $D99LB  c $DLB  c $D  0qIq- KDepartment staff training 2X  0wLB  c $D  H  0޽h ? 33___PPT10i.hpdo+D=' = @B +ry5);6yP1s9(8   >/intrahom/311/311Logos/CMYK.zipZhttp://citynet/intrahom/311/311Logos/CMYK.zip/ 0LDArial_> 00TTGܖx: 0ܖ@ .  @n?" dd@  @@`` h[@( %)- :2345678: ;<=>?@ABCDEFGHI J&KLMNOPQRSTVW4R$SJKTczzS$b$7/Wؾv S2$m:l8MT>?`c$$"$R"y|TAf 0AAPf3f@3ʚ;b5ʚ;g4hdhdHTx: 0Rppp@ <4dddd  0TpG 80___PPT10 pp?  %/'$City of Winnipeg 311 Project(3f  AGENDA Establishing the imperative Initial steps and alternatives evaluation Business case review Organizational promotion Challenges assessed Implementation RFP design and vendor selection Project components and plan Project delivery highlights Project launch N PPP 3f3f21City of Winnipeg 311 Project(3f Establishing the imperative Initial steps and alternatives evaluation Business case review Organizational promotion Challenges assessed Implementation RFP design and vendor selection Project components Project delivery highlights Project launch :3fThe Imperative3f311 is the Mayor s #1 service delivery priority 311 Satisfies the Red Tape Commission s #24 and #25 recommendations: Build a better front door to City services by setting standard response times to acknowledge citizen inquiries. Enhance customer service by identifying an appropriate  311 based solution . Customer service with more consistency and greater capacity 2ZZEZZZ=ZZ23f3fE3f 3fo3f3fM3f 3f;3f3f  3f,) Initial steps3f 3f-*Alternatives considered3fInsource; City staff responsible for operations. new standardized technology and implementation consulting purchased through RFP. City responsible for change management, communication and staff hiring. Facility leasehold improvements designed by City. >  3f3f3f.+Alternatives considered3fOutsource; City establishes implementation scope. City establishes performance measurement criteria. contract and service level agreement signed with operator for all operational aspects. @  3f3f3f/,Alternatives considered3fHybrid; City staff provided for call taking responsibilities. Operator provides management. All other criteria same as Outsource. H | 3f|3f3f0-Business Case 3fExtensive cost saving, cost avoidance exercise with CAO sponsorship and CFO guidance. Some outside expertise brought in for Total Cost of Ownership check. Real information with limited assumptions fed from alternative bid information received. Considered alternative staffing model with CUPE union. Insource provided best value with CUPE commitment. Positive return with enhanced customer service delivery \+3f 3f)3f3f73f3f+fB=311 Value Proposition3f 1.Promoting the vision3f[Sponsorship commitment received from the Mayor and CAO. Support from all department heads and chiefs. Developed and established key departmental sponsorships High profile, pivots between senior management and working level affected staff Allow for successful cascade of communication, change management , positions and training opportunities B3f3f3f3/  C>  52 Challenges 3fgBuilding a new facility and organization without the future manager Keeping a politically sensitive initiative within the boundaries of project management Communicating finer details about the future state to stakeholders in advance of knowing Senior management changes Completing the largest 311 implementation in North America in the least amount of time .h3f3f63 RFP Design 3f.Significant background information featured Clear statements on expected performance Fixed fee amount provided Significant weighting on experience of team and vendor commitment to public sector Mandatory template driven for maximum objective comparability of bids One hand to shake response forced. .,/3f94Vendor selection3fFairly typical format Bid submission review by multidisciplinary teams Short list Demonstrations and questions answered Drive real meaning out of methodology and approach language Designed to see how bid consortiums worked together Final selectionddp3fd3fp3f3f:5  ;6Project Plan Overview3f<7Delivery highlights 3fSignificant amount of concurrent activity for typically sequential tasks Ingenuity, communication, proactive management and timely decision making key Knowledge base build is the heart of 311 Software configuration had to be staged by department Testing by department immediately followed configuration Inter-department processes and interfaces to work management systems near the end2I9I3f93f=8Delivery highlights3fSplit project build activities from operation oriented tasks Final stages of facility prep and testing Recruitment Contact Centre staff training Took advantage of 311 Manager hire knowledge of operations During knowledge build the City s web presence was realigned to be more citizen friendly Over 600 service request able to be answered H=T=3fT3f3f?:Delivery highlights3fCommunications was a 1.5 person effort for internal, political and citizen audiences Staying low key, with frequent proactive updates internally and politically kept the project focused Remaining consistent with messaging to enquiring media provided room to complete our  big bang announcement Change management was a project sponsored but organization embraced activity ADKAR (awareness/desire/knowledge/ability/reinforcement) taught and used throughout for common change reference UZZMZsZU3fd3fm3fM3fs3f>9Delivery Stats.3fProject implementation - 15 months Microsoft Project Plan tasks  1112 lines Telephone lines, existing IVRs and email addresses removed  over 500 Full and part time staff hires  over 100 22 existing contact centres shut down 311 Centre  over 11,000 sq. ft. with 60 CSR stations Over 600 service requests scripted 100 s of information requests scripted Calling capacity rated at 2.4 millions calls per year 24 x 7 operations Over 300 staff trained on software use "P3f,hf@;Project Launch3fAs planned; Big bang for the public, Non event for trained staff and tested infrastructure Significant testing effort in advance paid off Pre go live training hit the mark Mayor and Council briefed hours before go live in line with communication strategy of just in time N  3f~3f3fA<Project Launch3f Early challenges expected and seen. Wait times discussed Information clarity concerns Calls not translating to better service noted Councilor and media tests for information Early wins River Heights By-Election Red River flood fighting < 1/10 of 1% complaint rate $ P$3f3f 3fP3f3f  3fO?1st Quarter Delivery Stats.03f 3f3f4First three months call volume  567,830 First three months email volume  17,800 74% of contacts were for information 26% of contacts were for service Top five Information requests; Transit (64%) Recreation and Leisure (6%) Water (4%) Assessment & Tax (4%) Street Maintenance (3%)@c3f 3fc3fP@  /l478DEFGHIJ K L M 7  0 66 ~6(  ~  s *4(q'g  q   0)q"`] 4  2  0-q"`q= CProject Team est. 2  0H1q"`q  ODepartmental partnership est. 2f  0"`M] ^f   0"`M] ^f   0"`M^   06qz^ N F 2007$ 2    0;qzIN F 2009" 2    09qzFN 82008 2f  0"`] LB  c $D]z z LB  c $D]] ] LB  c $D]@ @ LB  c $D]# # LB  c $D]  LB  c $D] LB  c $D] LB  c $D] LB  c $D] LB  c $D]tt LB  c $D]VV LB  c $D]99 LB  c $D] LB  c $D]   0Gq]  5Nov 2   0Kq]z  5Dec 2   0tOq]0 n  5Jan 2    0\Sq] Q  5Feb 2  ! 0Wq] 3  5Mar 2  " 0HPq]  5Apr 2  # 0,^q]  5May 2  $ 0,aq] 5Jun 2  % 0 eq] 5Jul 2  & 0hq]c 5Aug 2  ' 0mq]F 5Sep 2  ( 0oq])g 5Oct 2  ) 0Tkq] 5Jan 2  * 0vq] 5Dec 2  + 0pzq] J 5Nov 2 LB , c $DLB - c $DLB .@ c $D]q]LB / c $D]qq LB 0@ c $DqLB 1@ c $DqLB 2 c $D}q} 3 0Dq}q Q N311 Centre facility approval 2LB 4 c $D2q2X 5 0} X 6 0 PX 7 0  8 0qS qz '  V$RFP for Implementation partner/start% 2%LB 9 c $DqX : 0S  ` LB < c $DqLB = c $DS qS LB > c $D q LB ? c $D q LB @ c $Ds qs LB A c $D) q)  B 0qq T"Validate tech./report requirements# 2#X C 0] # p D 0qqq  NRFP for Knowledge Mgmt/start 2X E 0] # &  F 0q q-  FKnowledge Mgmt build 2X G 0   H 0q q  U#Integrated knowledge solution build$ 2$X I 0s &  K 0q q  Q311 Centre CSR staff recruiting 2 LB M c $D   N <q q<g I311 Centre staff training P <q) q  S#Affected staff redeployment process$$X Q 0) &Y X S 0Yj T 0qM &m \(Go live  January 16 23fX  0 q LB  c $D z z LB  c $D ] ] LB  c $D @ @ LB  c $D # # LB  c $D   LB  c $D LB  c $D  LB  c $D  LB  c $D  LB  c $D tt LB  c $D VV LB  c $D 99 LB  c $D  LB  c $D    0qs q G  T"Integrated knowledge solution test# 2#X  0 qILB  c $Df LB  c $Df z z LB  c $Df ] ] LB  c $Df @ @ LB  c $Df # # LB  c $Df   LB  c $Df LB  c $Df LB  c $Df LB  c $Df LB  c $Df ttLB  c $Df VVLB  c $Df 99LB  c $Df ILB  c $Df IX  0  IF   0q2q B311 Centre build 2X  02 FX  0 &Yf X  0 Yf  0"`f  0"`vtX  0IqX  0I9YLB  c $DIttLB  c $DIVVLB  c $D99LB  c $DLB  c $D  0qIq- KDepartment staff training 2X  0vLB  c $D  H  0޽h ? 33___PPT10i.hpdo+D=' = @B +r;N'6/_P1s9(8   >/intrahom/311/311Logos/CMYK.zipZhttp://citynet/intrahom/311/311Logos/CMYK.zip/ 0LDArial_> 00TTGܖx: 0ܖ@ .  @n?" dd@  @@`` h[@( %)- :2345678: ;<=>?@ABCDEFGHI J&KLMNOPQRSTVW4R$SJKTczzS$b$7/Wؾv S2$m:l8MT>?`c$$"$R"y|TAf 0AAPf3f@3ʚ;b5ʚ;g4hdhdHTx: 0Rppp@ <4dddd  0TpG 80___PPT10 pp?  %/'$City of Winnipeg 311 Project(3f  AGENDA Establishing the imperative Initial steps and alternatives evaluation Business case review Organizational promotion Challenges assessed Implementation RFP design and vendor selection Project components and plan Project delivery highlights Project launch N PPP 3f3f21City of Winnipeg 311 Project(3f Establishing the imperative Initial steps and alternatives evaluation Business case review Organizational promotion Challenges assessed Implementation RFP design and vendor selection Project components Project delivery highlights Project launch :3fThe Imperative3f311 is the Mayor s #1 service delivery priority 311 Satisfies the Red Tape Commission s #24 and #25 recommendations: Build a better front door to City services by setting standard response times to acknowledge citizen inquiries. Enhance customer service by identifying an appropriate  311 based solution . Customer service with more consistency and greater capacity 2ZZEZZZ=ZZ23f3fE3f 3fo3f3fM3f 3f;3f3f  3f,) Initial steps3f 3f-*Alternatives considered3fInsource; City staff responsible for operations. new standardized technology and implementation consulting purchased through RFP. City responsible for change management, communication and staff hiring. Facility leasehold improvements designed by City. >  3f3f3f.+Alternatives considered3fOutsource; City establishes implementation scope. City establishes performance measurement criteria. contract and service level agreement signed with operator for all operational aspects. @  3f3f3f/,Alternatives considered3fHybrid; City staff provided for call taking responsibilities. Operator provides management. All other criteria same as Outsource. H | 3f|3f3f0-Business Case 3fExtensive cost saving, cost avoidance exercise with CAO sponsorship and CFO guidance. Some outside expertise brought in for Total Cost of Ownership check. Real information with limited assumptions fed from alternative bid information received. Considered alternative staffing model with CUPE union. Insource provided best value with CUPE commitment. Positive return with enhanced customer service delivery \+3f 3f)3f3f73f3f+fB=311 Value Proposition3f 1.Promoting the vision3f[Sponsorship commitment received from the Mayor and CAO. Support from all department heads and chiefs. Developed and established key departmental sponsorships High profile, pivots between senior management and working level affected staff Allow for successful cascade of communication, change management , positions and training opportunities B3f3f3f3/  C>  52 Challenges 3fgBuilding a new facility and organization without the future manager Keeping a politically sensitive initiative within the boundaries of project management Communicating finer details about the future state to stakeholders in advance of knowing Senior management changes Completing the largest 311 implementation in North America in the least amount of time .h3f3f63 RFP Design 3f.Significant background information featured Clear statements on expected performance Fixed fee amount provided Significant weighting on experience of team and vendor commitment to public sector Mandatory template driven for maximum objective comparability of bids One hand to shake response forced. .,/3f94Vendor selection3fFairly typical format Bid submission review by multidisciplinary teams Short list Demonstrations and questions answered Drive real meaning out of methodology and approach language Designed to see how bid consortiums worked together Final selectionddp3fd3fp3f3f:5  ;6Project Plan Overview3f<7Delivery highlights 3fSignificant amount of concurrent activity for typically sequential tasks Ingenuity, communication, proactive management and timely decision making key Knowledge base build is the heart of 311 Software configuration had to be staged by department Testing by department immediately followed configuration Inter-department processes and interfaces to work management systems near the end2I9I3f93f=8Delivery highlights3fSplit project build activities from operation oriented tasks Final stages of facility prep and testing Recruitment Contact Centre staff training Took advantage of 311 Manager hire knowledge of operations During knowledge build the City s web presence was realigned to be more citizen friendly Over 600 service request able to be answered H=T=3fT3f3f?:Delivery highlights3fCommunications was a 1.5 person effort for internal, political and citizen audiences Staying low key, with frequent proactive updates internally and politically kept the project focused Remaining consistent with messaging to enquiring media provided room to complete our  big bang announcement Change management was a project sponsored but organization embraced activity ADKAR (awareness/desire/knowledge/ability/reinforcement) taught and used throughout for common change reference UZZMZsZU3fd3fm3fM3fs3f>9Delivery Stats.3fProject implementation - 15 months Microsoft Project Plan tasks  1112 lines Telephone lines, existing IVRs and email addresses removed  over 500 Full and part time staff hires  over 100 22 existing contact centres shut down 311 Centre  over 11,000 sq. ft. with 60 CSR stations Over 600 service requests scripted 100 s of information requests scripted Calling capacity rated at 2.4 millions calls per year 24 x 7 operations Over 300 staff trained on software use "P3f,hf@;Project Launch3fAs planned; Big bang for the public, Non event for trained staff and tested infrastructure Significant testing effort in advance paid off Pre go live training hit the mark Mayor and Council briefed hours before go live in line with communication strategy of just in time N  3f~3f3fA<Project Launch3f Early challenges expected and seen. Wait times discussed Information clarity concerns Calls not translating to better service noted Councilor and media tests for information Early wins River Heights By-Election Red River flood fighting < 1/10 of 1% complaint rate $ P$3f3f 3fP3f3f  3fO?1st Quarter Delivery Stats.03f 3f3f4First three months call volume  567,830 First three months email volume  17,800 74% of contacts were for information 26% of contacts were for service Top five Information requests; Transit (64%) Recreation and Leisure (6%) Water (4%) Assessment & Tax (4%) Street Maintenance (3%)@c3f 3fc3fP@  /l478DEFGHIJ K L M rk_6G_P1Root EntrydO)@PicturesfCurrent User8SummaryInformation(RT      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|~}՜.+,D՜.+,    ZOn-screen Show CIT, d ArialDefault DesignCity of Winnipeg 311 ProjectCity of Winnipeg 311 ProjectThe ImperativeInitial stepsAlternatives consideredAlternatives consideredAlternatives consideredBusiness Case 311 Value PropositionPromoting the vision Slide 11 Slide 12 Challenges RFP DesignVendor selection Slide 16Project Plan OverviewDelivery highlights Delivery highlightsDelivery highlightsDelivery Stats.Project LaunchProject Launch1st Quarter Delivery Stats. Slide 25  Fonts UsedDesign Template Slide Titles