Report titled Implementing Service Simplified: Guelph’s Customer Service Strategy, dated December 12, 2023, be received.

1:34:10This is under the title,

1:34:11Implementing Service Simplified Guelph's Customer Service Strategy.

1:34:18And we're looking forward to not only seeing

1:34:20the presentation here, but the recommendation

1:34:23is just to receive, just as a heads up for everybody.

1:34:26But let's get into the presentation.

1:34:28Go right ahead, Stephen.

1:34:29Thank you, Mayor Guthrie, and thank you,

1:34:31Council for having us.

1:34:32As the general manager of the city clerk's office,

1:34:34which includes the team at Service Guelph

1:34:36and the customer service and experience team,

1:34:38I'm pleased to be back before you again.

1:34:40You will recall we were here last year

1:34:41with you around this same time to give you an update

1:34:44and a progress report regarding the implementation

1:34:47of Guelph's Customer Service Strategy,

1:34:49which is called Service Simplified as you're well aware.

1:34:52Just as a reminder, the strategy was approved in 2018.

1:34:54We did pause it because at the time

1:34:56there was some competing priorities from a budget standpoint,

1:34:58but we restarted that work in 2022.

1:35:01Heading into 2024, we again find ourselves

1:35:04adjusting some plans to transform

1:35:06the city's customer service model

1:35:08and approach over the next few years.

1:35:10But again, despite the work that's been done on budget

1:35:13and despite some of the discussions

1:35:15that Council has had in that regard,

1:35:17there are things we can and must do now

1:35:19to set ourselves up for a successful transition

1:35:21to a more centralized one-stop shop approach

1:35:24to customer service delivery.

1:35:25And we're here to absolutely tell you about that.

1:35:27Yes.

1:35:28Sort of an interrupt, just Stephen.

1:35:30I just wanted to, to our robotics team,

1:35:34if you want to stay, that's awesome.

1:35:37You can learn all about customer service

1:35:39happening here at the City of Guelph.

1:35:42But if you also want to leave, now would be the good time

1:35:45just so you don't feel caught sort of waiting.

1:35:47So I just wanted to make sure that you were okay to,

1:35:50I could see people not understanding

1:35:51if you should stay or go.

1:35:52So Stephen's upset because he had an audience.

1:35:56I was excited, Mr. Mayor.

1:35:58Yeah.

1:36:01So just, let's just wait 20 seconds, okay?

1:36:04Yeah.

1:36:05Thank you.

1:36:20Thank you, Mr. Mayor.

1:36:21All right, awesome.

1:36:22Thank you.

1:36:23I just wanted to kind of help that out a little bit.

1:36:24Sorry, Stephen.

1:36:25Go right ahead.

1:36:26Yes, understandable.

1:36:27Thank you.

1:36:28On the slide before you, you've seen this diagram before

1:36:29and you'll note the progress that we've made

1:36:31since last year.

1:36:32It shows where we are on the journey

1:36:33towards a more citizen-centered service,

1:36:36including the shift towards a central customer contact center

1:36:39before we move to digital and pushing things digital.

1:36:42Today we'll share the progress we've made

1:36:44and the work that lies ahead

1:36:46as we continue becoming a more citizen-centered,

1:36:48performance-driven and digitally enabled organization.

1:36:52Here's a quick recap on this next slide of 2022.

1:36:55We established, and you'll probably recall this,

1:36:57I'll move through it quickly.

1:36:58We established Guelph's Good Service Standards,

1:36:59which was a very important and sort of foundational aspect

1:37:02of what we did.

1:37:03And we also stood up employee training

1:37:05to support a more consistent customer experience

1:37:07across all the city's service areas.

1:37:09We added more services to Guelph's Digital Report,

1:37:11a problem map.

1:37:13What we're really proud of is we've completed

1:37:15two lean continuous improvement projects

1:37:17to standardize how we measure

1:37:18and report customer satisfaction data,

1:37:20and also started offering more services

1:37:22in, again, that central customer contact center

1:37:26that we talked about.

1:37:26And we did that without increasing staff.

1:37:29In 2023, this year, our focus on service standards

1:37:33became part of our annual performance evaluation program.

1:37:36So we've now embedded it in the discussions

1:37:38that staff have with their leaders,

1:37:40and it's a focal point of performance evaluation.

1:37:43More departments are using a standardized approach, sorry,

1:37:46to measure customer satisfaction.

1:37:49We're adding new digital services

1:37:50through a property tax portal that will be launching,

1:37:52hopefully, very early in the new year.

1:37:54We've centralized more customer service activities,

1:37:57reduced duplication, and process waste.

1:38:00And with that, I'm gonna hand it off to Stacy Hare,

1:38:03our program manager of customer service experience,

1:38:05who's gonna highlight our accomplishments

1:38:07in each of the four years.

1:38:11Four areas, right, do you want me to?

1:38:14Sure. Okay.

1:38:15Thanks.

1:38:17Hello, everyone, and thank you.

1:38:21Yes, so that first area is

1:38:24encouraging a more service-focused culture.

1:38:27Hundreds more employees completed customer service training

1:38:30in 2023, and Guelsgood service standards

1:38:32are now reflected in the city's annual

1:38:35employee performance evaluation.

1:38:37We're working to keep service in the spotlight

1:38:39by sharing service success stories

1:38:41and recognizing our teammates,

1:38:42some of who you see on the screen there.

1:38:45Our service teams are super excited.

1:38:47We're taking the time to listen to their stories

1:38:49and their struggles, so we can review

1:38:51and improve the processes and tools

1:38:53they use every single day.

1:38:55I'd like to note here that our citywide satisfaction survey

1:38:59and departmental customer satisfaction surveys

1:39:02consistently show that most people are mostly happy

1:39:05with most services most of the time.

1:39:08And that's not because we have the very best training program

1:39:11or the very best systems tools or technology.

1:39:13City services only work as well as they do

1:39:17because of the people, excuse me,

1:39:20I'd like the one to sit here.

1:39:26Speaking of customer satisfaction, I need water.

1:39:29Just one moment.

1:39:36Thank you.

1:39:40Speaking of customer satisfaction,

1:39:42we're collecting that satisfaction data more consistently

1:39:44and regularly now too.

1:39:46Regularly measuring and reporting this kind of data

1:39:49is another way to build it into our culture

1:39:52and become a more service-focused organization.

1:39:55The city's preferring for a citywide satisfaction survey

1:39:59this spring to gather feedback

1:40:01from a representative sample of our community.

1:40:03And that citywide satisfaction survey

1:40:06will include a service assessment and gap analysis.

1:40:10More specifically, I'm looking at you, counselor Orwarg,

1:40:13and we will be asking people about people's satisfaction

1:40:16with specific city services.

1:40:19And we'll use that data alongside operational performance measures

1:40:22to get a more complete understanding

1:40:24of the city's overall performance.

1:40:27We look forward to sharing those findings

1:40:29as part of the city's performance reporting in June

1:40:31and we're inviting local boards and shared services

1:40:34to share their data during that same meeting.

1:40:40And now let's talk about the city's transition

1:40:43to a central customer contact center.

1:40:45I know there's a lot of copy on the slides,

1:40:47but I'll try to summarize it quickly.

1:40:49Our goal is dead simple to make it easier for people

1:40:52to get the city's most popular services

1:40:54using one phone number, one email, and sell options online.

1:40:59Our customer service team will work from several locations,

1:41:02resolving 50% to 60% of customer inquiries

1:41:05during that first interaction.

1:41:08We're working to reduce misdirected calls,

1:41:10reduce wait times, and reduce duplication

1:41:12among city departments.

1:41:14And we're working with one department at a time.

1:41:16We're working in waves and I'll explain that

1:41:18in on the next slide.

1:41:20We're applying continuous, lean continuous improvement

1:41:23methodologies in each wave with each team.

1:41:26And you'll notice what I haven't said yet

1:41:28is anything about a new website or digital services or CRM.

1:41:32And that's because new technology is not the goal.

1:41:35Improving services is our goal.

1:41:37And before we can improve something,

1:41:38we need to understand it.

1:41:42Shifting to a more centralized approach

1:41:45to customer service is a monumental,

1:41:47multi-year organization-wide change.

1:41:49So we're breaking it into departmental phases or waves.

1:41:54Because each department designs and delivers services

1:41:57differently and separately,

1:42:00there are things that only they know.

1:42:02So we start by listening and writing down

1:42:06what they do and how they do it.

1:42:08And we're learning a lot about each other in the process.

1:42:11Departmental service teams may or may not

1:42:13be measuring call volumes, resolution times,

1:42:16or service standards.

1:42:18We may or may not have documented

1:42:20our standardized processes or scripts

1:42:22for resolving or escalating customer inquiries.

1:42:24And many of our customer service staff

1:42:26also have all kinds of other parts of their job

1:42:29like administrative work payroll and scheduling.

1:42:32And there's a lot to define and detangle

1:42:35before moving customer service functions

1:42:37into a central customer contact center.

1:42:40When we move service activities

1:42:42without understanding how they work,

1:42:44we end up causing problems in other processes,

1:42:47in other parts of the organization.

1:42:49So in each wave, you'll see on the screen,

1:42:52we're very deliberate about analyzing the current state.

1:42:56And that means making a list of services,

1:42:57documenting how they're delivered right now.

1:42:59We're viewing SOPs and scripts and all that good stuff

1:43:02about call volumes, resolution times.

1:43:05And if we can't find it easily,

1:43:06we have to make it and go get it.

1:43:09Then we wanna design the future state.

1:43:12Once we've identified where we've got process waste,

1:43:15we wanna remove that waste, reduce the duplication,

1:43:18reduce the misdirected calls,

1:43:19and design systems that may or may not currently exist.

1:43:23We'll script out things we don't currently have

1:43:25and make sure people know where to find the information

1:43:28they need to resolve more calls more regularly

1:43:31and escalate the calls that they may not have the answers to

1:43:33most readily.

1:43:35Then we'll test and implement in that order.

1:43:40Test first before we roll it out

1:43:42through the entire organization.

1:43:44Again, this makes sure that we're biting off

1:43:45as much as we can actually chew

1:43:47before trying to take on too much

1:43:49and overwhelming system.

1:43:53Training is absolutely critical

1:43:55as this means change for most employees.

1:43:57They're gonna be doing less of one thing,

1:43:59more of another kind of thing.

1:44:00And so training in tools is absolutely essential

1:44:03before we go live.

1:44:04And then of course we'll measure and report.

1:44:06And that measurement is focused on outcomes for customers

1:44:10as well as outcomes for our service staff.

1:44:12Making sure we've eliminated those pain points

1:44:15and we've got benefits for the customer

1:44:17as well as the folks delivering services

1:44:20on both sides of the counter.

1:44:30Like I said, we're learning a lot about each other

1:44:32as we go through the process.

1:44:33And here's a slide depicting some of the things we learned.

1:44:38On the left, you can see the phone tree

1:44:39or the phone menu before we started working

1:44:41with the tax team.

1:44:42You don't need to read the actual words on this slide.

1:44:44It's just a visual to show the complexity

1:44:46that was in that phone tree.

1:44:48Before we started working with our friends in tax,

1:44:51you would call the tax line

1:44:52and you would get a recorded message

1:44:53asking you to press one, press two, three, four, five,

1:44:57or six.

1:44:58And if you pressed one or two,

1:45:00you would get another message asking you

1:45:02to choose from another five things on another menu.

1:45:05And then you can see the squiggly lines in the arrows.

1:45:08We've got the same items listed on multiple menus.

1:45:12And that's messy.

1:45:14It's too many.

1:45:15So now when you call the tax line or service wealth,

1:45:19you get four options.

1:45:21And most of those calls are now resolved by service wealth

1:45:25during the first interaction.

1:45:27And that's depicted on the right of the slide.

1:45:31So after wave one, working with our friends

1:45:33in property tax and service wealth,

1:45:35we've moved nine out of 13 tax services

1:45:38from the second floor to the first floor

1:45:40into that central contact center.

1:45:43And that means we've experienced a 100% increase

1:45:45in call volumes at service wealth.

1:45:47We needed to hire two more agents

1:45:50to manage that increased call volume.

1:45:53Those two agents are funded using reserves

1:45:54that are addressed by internal efficiencies.

1:45:57And now service wealth is resolving 64% of calls

1:46:01about property taxes during the first interaction.

1:46:04And the folks on the second floor in the tax office

1:46:06can apply their expertise to more complex inquiries

1:46:09and projects as the city continues to grow.

1:46:13And speaking of projects in the tax department,

1:46:17the city is very excited about launching

1:46:18a new property tax portal online.

1:46:21These are new self-serve options will be available

1:46:24in mid January and people will be able to log in

1:46:27to the city's portal to sign up for e-billing,

1:46:30review and print their bills and statements

1:46:32and sign up or change or make any changes

1:46:35to their pre-authorized payment plans.

1:46:38Now that means we expect customer calls and emails

1:46:40to go up for the first year or so

1:46:43as people get used to using these new tools

1:46:45as they learn to log in, set up their accounts,

1:46:48forget their passwords, all that good stuff.

1:46:50Once they're up and running with the new system,

1:46:54ultimately we'll see a few spikes

1:46:56as each tax bill goes out,

1:46:57but ultimately the number of calls and emails

1:46:59will go down.

1:47:02Eventually the calls and emails decline

1:47:08as people get used to doing the basics themselves

1:47:10and again that frees up employee capacity

1:47:12to manage more complex inquiries as the city continues

1:47:15to grow.

1:47:16Steven is gonna talk to you about parking.

1:47:22Thanks, Stacy.

1:47:24An employee vacancy in parking department

1:47:27presented an opportunity for us

1:47:29to take a look at that department

1:47:30a little bit earlier than we would have normal.

1:47:31We sort of staged all these departments

1:47:33out over a period of time,

1:47:35but we're being nimble and agile in that regard

1:47:37and so we were able to use the opportunity

1:47:39to consider service efficiencies in that department as well

1:47:42and parking was tracking call volumes

1:47:44and had documented services processes

1:47:45which allowed us to sort of hit the ground running

1:47:48when we engaged with parking.

1:47:50We learned that 60% of customer calls and emails

1:47:52to parking were actually being redirected

1:47:55to other departments, by-law, traffic, courts, et cetera.

1:47:58And so what that means is that calls going to traffic

1:48:01and by-law were also being directed potentially to parking.

1:48:04We've eliminated some of that duplication

1:48:06and we're now managing more of the calls

1:48:09related to parking from Service Wealth.

1:48:12We replaced the parking phone number

1:48:14and email on the city's website

1:48:15and we replaced it with the city's main phone number

1:48:18so again this is indicative of us moving towards

1:48:20that one call, one number to use.

1:48:22We've reduced customer transfers without increasing staff

1:48:26in Service Wealth when it came to this second wave

1:48:28of the parking team.

1:48:30Employee vacancy was reallocated to increase service levels

1:48:34in event parking and actually in the adult

1:48:36crossing guard program so again,

1:48:37repurposing the availability of staff resources.

1:48:43Our first two waves with tax and parking

1:48:45taught us some valuable lessons

1:48:46and those lessons we will apply as we continue reviewing

1:48:49and improving service processes throughout the organization.

1:48:52Cleaning up our service processes now ensures

1:48:54that we make the most of the future investments

1:48:57in technology like a CRM.

1:48:59So it's very indicative of us taking the time

1:49:01to map these processes out before we digitize.

1:49:05Speaking of technology, here's a look at some

1:49:06of the service related technology investments

1:49:09that you've discussed as part of the 2024,

1:49:112027 multi-year budget.

1:49:13As noted earlier, we have a new tax portal

1:49:15coming online early in the new year

1:49:17and we're making, and sorry, we're working to update

1:49:19the city's work order management system as well

1:49:21which is a very foundational program and solution

1:49:25that a lot of staff use throughout our organization.

1:49:28In 2024, our focus will be on a new corporate payment system

1:49:31and redesigning Guelph.ca.

1:49:33Both are needed to support modern customer service delivery

1:49:36so those two items are also coming.

1:49:38Our plan investment CRM which will support

1:49:41more digital self-serve options was deferred from 24 to 25

1:49:45as part of the discussions through budget

1:49:48and we will be working on a new water utility billing system

1:49:52as well.

1:49:53There's been a lot of progress

1:49:54and there's still a lot of work ahead.

1:49:58Stacy?

1:50:06Home stretch.

1:50:08On the screen again, I know it's very text heavy.

1:50:11It is an attachment included with the report.

1:50:13This is an updated version of the service simplified summary

1:50:17that we shared with you in June.

1:50:19The items in green are complete

1:50:22and those in yellow are underway.

1:50:24Those in gray were either deferred or removed

1:50:27from the proposed 24 to 27 multi-year budget.

1:50:31So working from left to right,

1:50:33we've got our standards in place now

1:50:34and that's a big part of that customer centric

1:50:37or service centric culture, customer satisfaction measurement

1:50:40and reporting in another fundamental part

1:50:42of that organizational culture change.

1:50:44And then the third arrow sets out some governance

1:50:48and policies and procedures that we need internally

1:50:52for more collaborative and communicative decision-making

1:50:54about customer and digital services.

1:50:56And then the last pillar is about the contact center

1:51:00and digital services.

1:51:03So next year, you may, as we, as Steven mentioned,

1:51:05we're adjusting our plans based on changes in the budget.

1:51:10You may not see as many service activities moving

1:51:12into service wealth as we adjust our implementation

1:51:15and apply our existing resources

1:51:17to the priorities that we've talked about today,

1:51:19educating and engaging our employees,

1:51:21building more customer centric culture,

1:51:23measuring and reporting customer satisfaction,

1:51:26developing governance, training and tools

1:51:29to support each department

1:51:30in the transition to a central customer contact center.

1:51:35And we shared this image at the end

1:51:36of last year's presentation as well.

1:51:39I think it says a lot and there may be some quick wins

1:51:43along the way like that vacancy in the parking,

1:51:46but there are no shortcuts.

1:51:48Lastly, I wanna thank the people and teams in tax parking

1:51:51and service wealth for stepping up and doing the hard work

1:51:53it takes to make service simplified.

1:51:57Thank you.

1:51:58Thank you.

1:52:00Yeah, to counsel, maybe just before any questions,

1:52:07with someone willing to move receipt of,

1:52:09Gower will do that and Kate and again,

1:52:12will second that for us.

1:52:14So any follow up questions, I'll start with Pusatil

1:52:18and then Kate.

1:52:20Through the mayor, thank you very much

1:52:22for the presentation, I thoroughly enjoyed it.

1:52:24I do have some, it might be in the weeds questions.

1:52:28Someone who volunteers to do taxes for like the world,

1:52:33there's the process of the tax statements,

1:52:36which excites me because it's tied

1:52:38to the Ontario Trillion benefit for families and so on.

1:52:41And there's always difficulty in accessing previous years.

1:52:45So you can go back 10 years.

1:52:46So my question is, would you consider or look at access

1:52:51to tax statements going back 10 years?

1:52:54Cause you can do that for your tax filings.

1:52:56And what has been the practice so far

1:52:59is you have to pay for it and then the municipality

1:53:02mails it or emails it to individuals.

1:53:05So just you don't have to respond to that,

1:53:06but I got excited thinking, people could get it right away.

1:53:12The second question that I had was around

1:53:14your service consolidation.

1:53:16And I guess the way that I read the documents is that,

1:53:19this is the city's end of the service consolidation

1:53:24at the city operations.

1:53:25Has there been consideration or conversations

1:53:28around user consolidation?

1:53:30And I'm going to put my hand up.

1:53:32I've got recon role.

1:53:33I've got passwords for like 25 different things.

1:53:38And I have a book because I can never remember

1:53:41what is what and what I'm doing.

1:53:42And so is there, from the end user at some point,

1:53:47I just put in my log in, I have a menu,

1:53:50whether it's building, all these kinds of things.

1:53:54And those are my comment to my question.

1:53:57Yes.

1:53:58And through you, here, Guthrie,

1:54:00I cannot answer either one of those questions.

1:54:02But I can, I know people who can.

1:54:05I will definitely consult with the tax team

1:54:07about tax certificates versus tax statements

1:54:11and easy access.

1:54:12You can print them from the new portal.

1:54:14I don't know how far back they go, so let me check.

1:54:17And as far as single sign on digital identity,

1:54:20that is an interesting question.

1:54:21And I'm not sure about the latest information I have from IT,

1:54:25so I can get back to you on that one as well.

1:54:27Thank you.

1:54:28If I might just a supplemental.

1:54:29Yeah, Steven just wants to.

1:54:30Oh, does he? Sorry, Steve.

1:54:31I would just add in, and thank you, Mayor Guthrie,

1:54:33through you to Councillor Bousantil.

1:54:35Stacy's right.

1:54:36We do need to sort of get a full sense

1:54:38of all of those logins.

1:54:40But at the end of the day,

1:54:43an outcome that we foresee of a CRM tool,

1:54:45a customer relationship management tool,

1:54:47is to have a more end to end one stop shop.

1:54:50So regardless of the service,

1:54:52or ideally as many services as are permissible,

1:54:56would sort of live within that CRM,

1:54:58and that would allow users to log in to some form of a tool

1:55:02that would allow them to access multiple services,

1:55:04single logon and that type of thing.

1:55:06Again, there's a lot to get there,

1:55:08to the point we made through the presentation.

1:55:10We're working with departments to review their processes,

1:55:13make sure that things are in order,

1:55:15centralize those services,

1:55:17and then we will digitize services from that sense, right?

1:55:21Get those processes and centralization of services in place,

1:55:24and then move subsequently from there to digitization

1:55:27through a tool like a CRM.

1:55:30Thank you.

1:55:31Thank you for that.

1:55:34Thank you.

1:55:35Kate and then our work.

1:55:37Thank you.

1:55:38Through you to Stacy.

1:55:40I was just wondering,

1:55:41for some of our current existing tools, like the map,

1:55:45I saw that the map had less satisfaction

1:55:48than some of our other services.

1:55:51And I was just wondering,

1:55:53is there a process in place for folks

1:55:55who are having issues with the map,

1:55:57whether they be technical or potentially

1:55:59like a human process issue on that end,

1:56:04to have those resolved?

1:56:06What is the best path for them

1:56:09when they run into a problem?

1:56:12Thank you.

1:56:13And through you, Mayor Guthrie,

1:56:15yes, there is a process,

1:56:16and the process is to call service wealth,

1:56:18and they will help you through

1:56:20any other kinds of service requests.

1:56:22I also took a little bit of look through some of the data,

1:56:25so it may not be a map problem,

1:56:28so much as a process problem,

1:56:30but I wanna do some more analysis

1:56:31and bring that to you in June,

1:56:33with a more robust explanation,

1:56:36because I think there's something else going on.

1:56:38And again, the data can only tell you so much

1:56:40until you go out and talk to people

1:56:42about how things are being resolved,

1:56:43but it's not necessarily a map problem.

1:56:45I think there's a people problem under there.

1:56:47Yeah, that's kind of, it's a separate issue,

1:56:51but thank you very much.

1:56:53I'll have folks start to contact sort of wealth

1:56:56from now on.

1:56:59Great.

1:57:00Thank you, Councillor Caitlin.

1:57:02And last year, I have is O'Rourke.

1:57:06Thank you, Mayor Guthrie,

1:57:07through you to our staff.

1:57:09I'm curious about something,

1:57:10so a bit in the weeds, but it's more curiosity.

1:57:13I'm wondering, how do you prioritize

1:57:16what is next?

1:57:17So is it a department that has a lot of services

1:57:20that could be digitized?

1:57:21Is it a couple, but there would be like a big efficiency gain?

1:57:26How are you deciding what happens next?

1:57:30Through you, Mayor Guthrie, that's an awesome question.

1:57:33And we are still developing the framework

1:57:34through which we make those kinds of decisions.

1:57:37That's part of the governance

1:57:39and their customer service, customer and digital service

1:57:41committee.

1:57:42So lots of folks around the organization

1:57:45want to make improvements to services.

1:57:47So which ones do we do first?

1:57:50Starting with the folks who are most ready.

1:57:52If you've already got the data in your pocket

1:57:54and you already have documented service processes

1:57:56and you have an accurate picture

1:57:58of how you're currently delivering services,

1:58:00those are easier folks to work with

1:58:02than perhaps some folks who aren't tracking that data.

1:58:05So that would be something in your favor.

1:58:08But if your service only applies to say a few people,

1:58:14we may look at something that has a bigger benefit

1:58:16to more people more often.

1:58:17So there's a balancing act and criteria

1:58:20that we need to develop in order to make

1:58:22those kinds of decisions about what do we apply

1:58:26our limited resources to first.

1:58:27So that work is underway.

1:58:30Can I jump in, Mayor Guthrie?

1:58:32Thank you and through you to Councillor.

1:58:33The other piece that we do look at,

1:58:34so absolutely the processes and documentation

1:58:38that teams have in place helps us to Stacy's point,

1:58:41slot folks in.

1:58:42The other piece we have to look at,

1:58:44they've all got busy schedules.

1:58:45They've got busy times of the year, some departments.

1:58:47I'll give you an example.

1:58:48We're working with Parks right now.

1:58:50We need to make sure that we're working with them early.

1:58:53We've started already, finished that work early

1:58:56in the new year because you can imagine

1:58:58they get very busy come the springtime.

1:59:00Hiring and their work ramps up for that team

1:59:04as they approach spring.

1:59:05So it's a combination of everything that Stacy said.

1:59:08It's sometimes just finding the right opportunity

1:59:10for a team that fits with them.

1:59:12And sometimes it's also us being available

1:59:14to receive again these sort of ad hocs that come forward

1:59:17like the team in parking, right?

1:59:18A vacancy was a natural vacancy occurred

1:59:21and we took the opportunity to work with them

1:59:23to support that transition for them.

1:59:24So it's a multitude of factors that sort of sets us,

1:59:28sets the Gantt chart out so to speak.

1:59:31Thanks, yeah I was thinking about the Gantt chart.

1:59:34Through you Mayor Guthrie to staff.

1:59:39Two more questions I'm thinking.

1:59:40When you are establishing the processes and the metrics,

1:59:45are we looking at what the KPIs are for that area as well

1:59:48so that one supports the other?

1:59:50Because sometimes we have objectives but we don't,

1:59:53you have to figure out at the end of the day

1:59:56what it is you wanna measure.

1:59:57You can't just sort of go, oh shoot, we didn't measure that.

2:00:00So my very inelegant question is,

2:00:03how do you link that then to the broader KPIs

2:00:05to be able to provide a big picture at deficiencies?

2:00:11Thank you and through you Mayor Guthrie.

2:00:15They do need to be aligned

2:00:16and you do need both sets of data

2:00:18to understand different kinds of performance.

2:00:20So customer satisfaction is one piece of the puzzle

2:00:23while operational KPIs might be another.

2:00:26So it may not be as clean as just packaging

2:00:28and rolling to one beautiful KPI.

2:00:30Here's the before picture, here's the after.

2:00:32It might be a few data sets

2:00:34that we need to draw insights from

2:00:36to present like here's what's that,

2:00:37but here's the story of what's going on there.

2:00:40And ultimately, yes, customer satisfaction

2:00:42is just one measure and operational KPIs are also important.

2:00:47So we need to consider them both in context of one another.

2:00:50I hope that answers your question.

2:00:52And my last question Mayor Guthrie is,

2:00:54so CRM has been sort of pushed out a couple of times, right?

2:01:00And a lot of counselors were eager to be able to know

2:01:04when we'll get, this is several years ago,

2:01:07when do we get to a process where if a constituent

2:01:10sends in an email, because sometimes we hate to get them

2:01:12but sometimes we get them, I sent in an email

2:01:15or I left a voicemail and I never heard back, right?

2:01:17And it could be they have an old number

2:01:19and the person's no longer there, whatever the reason may be.

2:01:24What's the ETA?

2:01:25And it can be far out.

2:01:27What's the ETA before we can say to somebody,

2:01:29we received your concern this date,

2:01:31it was received by this person,

2:01:34it was actioned on this person and it's resolved.

2:01:37When do we see a process like that?

2:01:42Thank you.

2:01:43And through you Mayor Guthrie, to counselor our work,

2:01:47there are pockets of that already.

2:01:49So I wanna make sure that I don't get in trouble

2:01:52from the people who are already doing that really, really well.

2:01:55It's just not consistent around the organization.

2:01:57So corporately the one place, the dashboard

2:02:01where we can go in and check on any service requests

2:02:04that we've received would be after implementing the CRM.

2:02:06So we're looking 2027.

2:02:10Now, with the purchase in 2025 implementation

2:02:15over the next couple of years, 2027-ish.

2:02:22Sorry, Mayor Guthrie, just through you, one last one.

2:02:26I just wanna confirm the reason you're doing

2:02:27all the backend stuff is so that if people kind of flooded

2:02:31an app with a request of some kind,

2:02:33that the response in the backend is what they expect, right?

2:02:36That's why you are aligning things in the backend

2:02:39rather than starting with the interface.

2:02:41Is that correct?

2:02:42Yes, yes.

2:02:44So the CRM sits on top of a bunch of things

2:02:47so that we've got one consolidated

2:02:48or fewer consolidated payment platform.

2:02:50So we don't have different service teams scrambling all around

2:02:53trying to do payments inconsistently in different places.

2:02:57Also, when we get a service request,

2:02:59we have to actually issue a work order

2:03:02and all of those work orders are managed

2:03:03like they differently and separately right now.

2:03:05So we have to work sort of bottom up

2:03:08or inside out from that perspective

2:03:11to make sure that when we get a request,

2:03:13we know where it goes, we know how it's handled,

2:03:15we know what's resolved.

2:03:16And right now, there's just several different separate systems

2:03:19where you can probably go and find that information

2:03:21some of the time.

2:03:23We wanna pull it all together in one place.

2:03:25So that's why we're looking at all the underlying systems first

2:03:28because if you stack a CRM on top of it,

2:03:31all of that stuff stays broken.

2:03:33And you're still gonna end up chasing things around

2:03:35and doing things manually as opposed to that nice

2:03:38contained system that's got all the information.

2:03:40You can just pull up someone's record

2:03:42or pull up someone's request really easily.

2:03:44That's terrific.

2:03:45Thanks.

2:03:46And that's also through you, Mayor Guthrie.

2:03:48That's to you, Councillor O'Rourke.

2:03:49That's exactly as Stacy mentioned.

2:03:52If we layer on a CRM in some services now,

2:03:55it may not be fully end to end.

2:03:57We wanna have the opportunity for residents and customers

2:04:01to be able to start a process and finish it fully.

2:04:04Maybe that ends in the issuance of some form of payment

2:04:07or the issuance of some form of certificate

2:04:09or approval or whatever the case may be.

2:04:13If those processes are not properly mapped out

2:04:17and applying that lean methodology

2:04:19that we've been talking so much about,

2:04:21those types of things,

2:04:22the concern is that we layer on a CRM

2:04:24that doesn't give a customer fully end to end resolution

2:04:29of an inquiry or a service request they have.

2:04:31And if we have that in place,

2:04:33then we're gonna see more frustration with the services.

2:04:36So we're looking to make sure that it is truly end to end

2:04:39and fully accessible.

2:04:40And I would challenge that some of the municipalities

2:04:42that have those tools that are layered on top now,

2:04:46they may not be really fully end to end.

2:04:49They initiate a process, there's a handoff.

2:04:51There isn't the ability to track to your point.

2:04:53When was it received?

2:04:54When was it resolved?

2:04:55When was a work crew sent out to respond?

2:04:58Some of those apps that we're aware of now

2:05:01or those tools that are out there now

2:05:02may not be fully end to end in the way

2:05:04that we really think that the customer

2:05:06and the resident deserves.

2:05:11Great, thank you, councillor work.

2:05:14Our deputy CAO, Trevor Lee,

2:05:17would like to grace us with some comment.

2:05:22Through you, Mayor, Councillor,

2:05:24I'd like to just pull on a couple of comments

2:05:25that I've heard raised from councillors this afternoon.

2:05:30What does success look like for this project?

2:05:32Success looks like a utility

2:05:34where our citizens and businesses can interact

2:05:37at various locations around the city in person

2:05:40and transact a multitude of their business

2:05:43with one single point of contact, one email, one phone number,

2:05:47even a chat bot, which is assisting in some capacities,

2:05:50is an assistance to that interchange.

2:05:53Also in person at all those locations,

2:05:56factoring in tier one resolution of those questions,

2:05:59the CRM will log when those calls come in,

2:06:02when they're those initiations of discussions

2:06:05at any of those locations that I described

2:06:07and the resolution time.

2:06:08All of that will kick out excellent key performance indicators

2:06:12on the delivery of our services

2:06:14to our businesses and our citizens.

2:06:16So that is the end state, that's success for our team,

2:06:18that's going to be our ultimate goal

2:06:21and it's achieved by these steps that Stacey and Steven

2:06:25and others are working to achieve along this pathway

2:06:28of the next three to four years.

2:06:32Thank you, thank you WCAO Lee.

2:06:35All right, nothing else, no questions.

2:06:39Thank you for the work that you're doing, appreciate it.

2:06:43You actually laid out, in my opinion,

2:06:44you laid out very well in the presentation

2:06:46what you're doing, what's coming up

2:06:49and I really appreciate that answer to Councillor Roark

2:06:52about kind of fixing the foundational stuff

2:06:55for adding that CRM on top.

2:06:57So I never thought of it that way

2:07:00and now I kind of understand personally a little bit

2:07:03why it's taking a little bit of time to get us there.

2:07:08So I appreciate that, that's my takeaway.

2:07:10So thank you, thank you again, I appreciate it.

2:07:12I'll call the vote then.

2:07:15Is anyone against receiving this information?

2:07:19No, that is unanimous, all right.

2:07:23Thank you and that is it for this meeting.

2:07:31But wait, if you buy now, you'll get a second meeting,