Service Design in Local Government - A Case Study from The City of Toronto
Our speakers for the evening will share their work in the public sector, and what they've learned about doing design in that context. Toronto Employment & Social Services (TESS) and its Service Delivery Model (SDM) Renewal Project With over 100,000 city residents relying on Ontario Works (OW) annually, Toronto Employment and Social Services (TESS) provides a critical service to Toronto's most vulnerable populations. In order to improve how Toronto residents access social assistance, the Service Delivery Model (SDM) Renewal team at TESS undertook a comprehensive human-centered process that empowered users of the system to co-develop the modernized access model. Using design thinking, prototyping, and piloting approaches, this unique method to human service redesign was transformative for its learnings and outcomes. Clara Ganemtore and Safiah Chowdhury Safiah Chowdhury is a Policy Development Officer at the City of Toronto's Employment and Social Services division where she works on social policy and program design focused on Poverty Reduction. Prior to her work at the City, she was a Studio Y Fellow at the MaRS Discovery District where worked on community-based social interventions. Clara Ganemtore is a Policy Development Officer at the City of Toronto's Employment and Social Services division. Her work focuses on service design, implementation, and evaluation. Her work at the City is informed by her previous experience in community development in Canada and community-based approaches to disaster risk management in West Africa.
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Service Design in Local Government - A Case Study from The City of Toronto
- 8. Redesigning Access to Social Assistance • System • Outcomes • Process • Design methods in government • Scoping • Managing • Generating • Testing • Scaling • Embedding
- 10. 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
- 11. • 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
- 12. 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
- 13. 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
- 15. 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.
- 28. 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
- 30. Ø Client experience improvements Ø Reduction in administrative burdens Ø Value to operations q Training q Resourcing q Workflows q Technologies
- 32. 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