Process Innovation — Town of Innisfil
Process Innovation | Town of Innisfil
Planned for implementation of “one-window” customer service, leveraging technology, processes and space planned to be available in the new Town Hall — and established the strategy for cross-training.
BACKGROUND
Innisfil was experiencing considerable and rapid growth, expecting its population to quadruple in 15 years.
The Town sought to unify its customer services under one-window operation.
The construction of a new Town Hall provided the impetus for adopting an integrated model of customer services
PAIN POINTS
- Unique services were provided at three independent core locations
- Common transactions with the Town of Innisfil involved visiting more than one location
- Management discussions about customer services activity had been characterized by frustration and lack of clarity
- The construction schedule created an urgent timeline for the work
OUTCOMES
- Town Hall opened with integrated customer services
- The use of cross-functional teams throughout the initiative increased customer service awareness in all service areas
- Knowledge transfer of process design and innovation tools helped the Town to coordinate changes in other areas
CONSULTING RESPONSE
Working with the COO and a colleague from Stevenson Kellogg, Michael established an overall consensus vision with senior management for integrating customer services. The consensus vision provided direction to the changes needed to provide customer services in the new Town Hall.
- Employed an approach based on the scalable CCE™ framework and Change Mobilization framework from Stevenson Kellogg
- Created a comprehensive roadmap for implementing “one-window” customer service, integrating staff and services from multiple physical locations
- Led a process team of Innisfil managers and staff in developing needed process changes at a high level
- Assisted cross-functional teams of Innisfil managers and staff working to design and document workflows, procedures and improvement of coordination.
- Identified implications for staff transition, training, system modifications, policy and procedure changes, infrastructural changes, and a service improvement measurement framework
- Recommended piloting consolidated services ahead of move-in to the Town Hall in one key location, and effecting staff exchanges with other locations, pairing expert staff with junior staff in all locations