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Redesigning	Access	to	Social	Assistance
By:	Clara	Ganemtore	&	Safiah	Chowdhury
For:	Service	Design	Toronto
Date:	September	20,	2017
Redesigning	Access	to	Social	Assistance
• System
• Outcomes
• Process
• Design	methods	in	government
• Scoping
• Managing
• Generating
• Testing
• Scaling
• Embedding
THE
SYSTEM
employer	partners	 offices people	touch	one	OW	file	
800+2000
staff
19 11
up	to
Third largest social delivery system in Canada
• Ontario	Works	is	a	social	assistance	program	funded	and	legislated	
by	the	Province	of	Ontario
• In	Toronto,	OW	is	administered	by	Toronto	Employment	and	Social	
Services	(TESS)
• Between 80,000	– 100,000	residents	in	Toronto	rely	on	OW
• To	apply	for	OW,	it	would	take	between	2 and	12	weeks before	you	
were	connected	with	your	ongoing	caseworker
• All	administrative	functions	occurred	via	paper,	phone,	or	fax
• For	the	most	part,	service	was	delivered	inconsistently,	dependent	
on	the	caseworker	and	office
84%
reduction	in	hand-offs reduction	in	processing	time	
for	new	applications
31% 71%
reduction	in	processing	time
for	reapplications
80%
reduction	in	client	wait	
time	for	service	planning
Human-centered design approach to change
Ø Reduced	the	2	to	12	week	wait	for	service	planning	to	48	hours
Ø Introduced	e-channel	and	self-service	options
Ø Introduced	a	more	deliberate,	consistent	focus	on	client	
experience as	the	basis	for	service	delivery	
Ø Embedded	a	new	approach	to	change	management
Ø Encouraged	discretion
Ø Influenced	Provincial	policy	changes
THE	
PROCESS
• Building	the	case	for	co-design in	the	public	service	sector	
• Applying	user-centered approaches	for	service	re-design
• Frontline	staff	as	the	principal	change	agents
Design	methods	
in	government
The Service Delivery Model (SDM) Renewal Project focuses on
improving the way we deliver services to city residents.
Objectives
§ Streamline and simplify access to services by
setting out the most effective service paths for
clients based on their needs, characteristics and
goals; and
§ Bring consistency to the client experience by
modernizing our operational model and supporting
processes and structures to deliver high quality
services.
Client	Interviews
I’m	treated	with	dignity	and	respect
I	have	choice
I	can	contact	someone	to	respond	to	
my	immediate	needs
I	can	access	information	I	need	about	services
I	receive	guidance	about	how	to
move	through	the	system
There’s	a	plan	for	me	and	my	family
There	is	two-way	communication
Best	Practices
External	scoping
TRANSFORMED
Access	
&	Entry
C |	C |	C
Service	
Management	
&	Assessment
Legislative	Requirements
Technological	Considerations
Policies	&	Procedures	
Customer	Service	Standards
Case	Management	
Service	Integration	
TODAY
Transactional
Inconsistent
Fragmented
Internal	scoping
Grounded	in	the	client	need
Call	center	
caseworker	at	the	
Application	Centre
Intake	caseworker	at	
local	office
Active	caseworker	at	
local	office
Support	Assistants	at	
local	office
Family	Support	
Worker	at	local	office
Employment	Centre	
caseworker	at	local	
office
Customer	Service	
caseworker
Other	positions	
(Children’s	Services,	
IT,	etc)
Managing	touch	points
5	office	managers
Family	Support	Unit	
manager
Business	
Improvement	
Solutions
SDM	Project	
team
Training	Unit	
manager
Admin	Tech	
Support	manager
IT	Unit	manager
Operational	
policy	manager
Generating	change
Deliver	on	
quick	wins
Have	a	solveable challenge
Engage	the	right	decision	maker
Communicate	the	decision
Journey	mapping IdeatingPersonas Service	blueprintsStoryboards
Yonge-Eglinton
December	3,	2015 March	9,	2016
High	Park-Parkdale	
November	6,	2015 March	10,	2016
Testing	change
``````````````````````
``````````````````````
`````````````````````
Scaling
Modernized Access Model
TO:
2	step	process	
where	service	
planning	is	
initiated	within	
48	hours	of	
applying	and	
client	is	
connected	
directly	to	an	
active	
caseworker &	
extension	of	
reinstatements	
to	6	months
FROM:
3	step	process	
where	service	
planning	is	
initiated	up	to	
2 – 12	weeks
after	applying	
and	after	client	
contact	with	an	
intake	
caseworker
48	Hours	2	Weeks2	WeeksClient	applies
Client’s	first	
in-person	
meeting
Client’s	second	
in-person	
meeting
Follow-up
meetings
Current	Process
48	Hours	
Client’s	first	
in-person	
meeting
Modernized
Ø Client	experience	improvements	
Ø Reduction	in	administrative	burdens
Ø Value	to	operations
q Training
q Resourcing
q Workflows
q Technologies
For	systems For	operations For	clients
Co-design	works	
Embedding
Cross-Organizational Work Groups
Designers / Problem Solvers
Steering Committee
Brokers / Conflict Resolution
Project Team
Research / Engagement / Design / Project
Management
Advisory Body
Interim Decision Making Body
Senior Management Team
Final Decision Making Body
Project Sponsor
Champion
General
Manager
Senior
Management
Team
SDM
Reference
Group
SDM Project
Staff
Pilot Steering
Committee
Re-
applications
Case Type
Realignment
Access Team Technical
Operational
Policy &
Training
Pilot Site
Work
Groups
District
Directors
ES Managers
TESS Advisory
Committee
MESS Group
HSI Project Team
Staff/Clients
(through engagement
sessions)
Key Stakeholders
Other Consulting
Bodies (external to
core project groups)
Toronto Legal
Services
Service Design in Local Government - A Case Study from The City of Toronto
Service Design in Local Government - A Case Study from The City of Toronto
Service Design in Local Government - A Case Study from The City of Toronto
Service Design in Local Government - A Case Study from The City of Toronto
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