0 Deputy City Manager’s Office – Cluster A 311 Project Management Office Deputy City Manager’s Office – Cluster A & Service Office & Service Office eService

1Deputy City Manager’s Office – Cluster A311 Project Management OfficeDeputy City Manager’s Office – Cluster A311 Project Management Office

Deputy City Manager’s Office – Cluster ADeputy City Manager’s Office – Cluster A & Service Office& Service Office

eService Strategic PlanChannel Strategy

Workshop

eService Strategic PlanChannel Strategy

Workshop

2Deputy City Manager’s Office – Cluster AService OfficeDeputy City Manager’s Office – Cluster AService Office

Workshop AgendaWorkshop Agenda

Schedule Details

1 1:00 – 1:15 Introduction & workshop goals

2 1:15 – 1:45 Review current channel coverage in divisions & interactive exercise

3 1:45 – 2:00 Overview of channel strategy: context, key concepts

4 2:00 – 2:30 Introduction to case study

5 2:30 – 2:45 Break

6 2:45 – 3:45 Channel Assessment Tool (case study)

7 3:45 – 4:00 Wrap-up: Review of workshop objectives & next steps


1. Workshop Goals1. Workshop Goals

• To help division management staff make the business case to enhance the value of services to the public by implementing new or additional service channels.

• To provide hands-on experience with the Channel Assessment tool for actual services and service processes.


2. Current Channel Coverage in a Division2. Current Channel Coverage in a Division

Service Delivery Channel

Service Delivered

In-PersonInteraction

Virtual Interaction

using

using

Automat-ed agent

Automat-ed agent

Human agent

Mobile human agent

Stationary human agent

with

with

with

from

from

E-mail

Fax

Text Message (SMS)

Mail

Phone

Instant Messaging/Chat

Website

Mobile Website

Mobile Application

Information Exchange

Material/Energy Exchange

Material Exchange


offering

offering

offering

offering

Water Grid

Power Grid

Material Exchange


offering

offering Kiosk

Counter


offering

Material Exchange

offering

Material Exchange

offering


offeringMobile Service

Counter

Service Delivery Network

Transportation Network

Mail/Courier Network

Telephony Network

Internet

Infrastructure Network

E.g.: Health

E.g.: EMS

E.g.: Revenue

E.g.: Service Ontario

E.g.: Tourism

E.g.: Toronto Film

IVR

The Logical Service Delivery Model showing the full scope of service delivery channels


2. Current Channel Coverage in a Division2. Current Channel Coverage in a Division

Service processes requires the most analysis

1. Provide Information about

service

2. Register recipient for the service

3. Accept request tor the service

5. Collect service fee

7. Set service delivery schedule and

notify

10. Close service delivery case

9. Accept and process service

complaints

8. Deliver the service output

4. Provide Information about related services

(service bundling)

Request additional 6. information

A

A A

B

B

Available on all Channels

Migrate to maximum extent to virtual interactions with automated agents


3. eService Vision & Strategies3. eService Vision & Strategies

• Achieves Vision of “Toronto at your Service”

• Five key elements embodied in the Vision

• Six Strategies reflect leading practices

• Tackles spectrum of required changes in large organizations

• Both aspirational and pragmatic

People Centric – outside-in perspective

Accessible & Responsive – available when, where and

how the people need

Channel of choice4E’s – Effective, Efficient, Essential & Economical

eService Vision:Toronto at your Service

Acting as One

Develop a Culture of

ServiceExcellence

Invest in Common Enabling Services

Adopt a Language of

Services

Bundle Services for

People Centricity

Leverage Existing

Initiatives & Approaches

Govern for “Acting as

One”

eService Strategies


Most City Services provided as stand-

alone

IBMS

SAP

311 eWedding

eService Today

BizPal

IBMS

SAP

Service bundling adopted by

multiple Divisions

311 expanded to additional services

Electronic Forms eWedding

Business Registration

My Service Profile with initial set of

services

eService in 1- 2 Years

Fewer City Services provided only as stand-alone

Initial versions of common enabling

services

311 expanded to encompass most City services with two interaction and service coordination

My Property

My Service Profile

eService in 5 Years

My Visit

My Account

Selected transformational

services

Very few City Services only as

stand-alone

Few City Services only as

informational

Few City Services only as one-way

interaction

Stage 0 Stage 4

Silo Services

–No bundling

–No consistency

Service Information

–Bundling for proactive information on related services

–Service Standards

One-Way Service Transaction

–Information provided once used many times

–Common services available

–Cross Divisional collaboration

Two-Way Service Transaction

–Tracking progress of service requests

–Bundling as basis for consolidated information

Service Coordination

–Multiple services from one service request

–Workflow from service to service

Stage 1 Stage 2 Stage 3 Stage 5

Service Transformation

–Elimination of redundant processes

–Service by service transformation

• Leverage and Extend 311

• Focus on Three Service Bundles

• Business (Can Do, G2B, BizPal 2)• Resident• Visitor

• Establish Common Enabling Services

• Portal, • Customer relationship management, • Identity management • Payment

• Focus on Service Standard Development

• Provide Sustainable Program of Change

3. eService Maturity Model & Implementation Plan3. eService Maturity Model & Implementation Plan


3. Channel Strategy 3. Channel Strategy

Which services should be available to which target groups (of citizens and businesses) using which combination of service delivery channels?

• Channel Assessment Tool assesses:

• People Factors – Expectations and Preferences;

• Service Characteristics;

• Service Delivery Costs; and

• Organizational Factors.

• Series of recommendations:

• Underpinned by need to develop service channel plans for all service processes, with bias towards virtual interactions with automated agents and

• Consistent approach across the City supported by Enterprise Architectures (including technical and service/business architectures).


Section Details

4.1 Language of Service Develop an authoritative inventory of all City services Develop an Enterprise Service Architecture complete to the service

process level

4.2 Costing Information Implement a simple costing methodology to track costs of service

processes using different channels

4.3 Design for Multi-Channel Elaborate and enforce an Enterprise Architecture which specifically

enables multi-channel delivery flexibility

4.4 Channel Inventory & Plans Develop and maintain a complete inventory of all service delivery

channels in use Plan which documents for each channel the current state of usage and

the short and medium term directions for the City for this channel.

4.5 Channel Plans for Services and Service Bundles

City managers (within Divisions, Agencies, Boards and Commissions) and Service Bundle champions should develop and maintain channel plans for individual service processes and for bundles of service processes and services

4.6 Availability of Information about Services

Basic and consistent information about all City services over all channels

4.7 Service Channel Choices Develop service channel plans for all service processes, with a bias

towards virtual interactions with automated agents and adding or substituting other channels only when indicated by the application of the Channel Assessment Tool.

3. Channel Strategy - Recommendations3. Channel Strategy - Recommendations


• We conducted consultations with a division from each cluster: Court Services (A), Municipal Licensing and Standards (B), Revenue Services (C).

• new/migrated channels are in place in the following service areas:

Division ConsultationsDivision Consultations

Pet Licensing/Renewals (ePet) ML&S – Animal Services

Parking Ticket Payment Revenue Services

POA Fine Payment Court Services

Complaints Processing ML&S – Investigation Services

Business Licensing/Renewals ML&S – Licensing Services


Service Channels – Implemented/ExploredService Channels – Implemented/Explored

• Website

• Online Banking

• Interactive Voice Response (IVR)

• Electronic Kiosk

• Mobile Counters


Pressures to Migrate ServicesPressures to Migrate Services

• Cost per transaction

• Revenue generation

• Compliance issues

• Staff productivity

• Manual intensity of existing channels

• Volume of transactions

• User convenience

• Increase client pool

• Availability of technology/I&T support

• Political pressure

• Legislation

• Public safety concerns

• Precedence in other jurisdictions / ‘keeping up the Joneses’

Divisions noted the following reasons:


Challenges with ImplementationChallenges with Implementation

• Threshold of Adoption: Take-up of online payments flat-lines.

• Resistance to Change: Some target groups continue to use traditional, time-intensive service channels. Often staff retraining and/or a ‘culture shift’ is necessary.

• Service Bottlenecks: Staffing and business case approvals have been delayed by backlogs.

• Privacy/Security Concerns: issues with authentication; building a system that is easy to use but also secure

• Transferability: In some cases, common components were not developed/utilized to be used across platforms.


Case Study: Court Services POA Fine Payment Case Study: Court Services POA Fine Payment

• Initiative: To migrate a share of Provincial Offences Act (POA) fine payment services to more convenient, reliable and cost-effective channels.

• Target Group: People charged under the POA for offences occurring in Toronto, and required to pay a fine under $500. (*Uncontested parking tickets are handled by Revenue Services.)

• Timeline: Web-based payment (introduced July 2006, <1 year for implementation); IVR (planned for 2011/12, ongoing implementation)


Prior Service IssuesPrior Service Issues

• After downloading, fine payment via Service Ontario electronic kiosks was eliminated.

• In 2005, three methods available for POA fine payments: mail, over-the-phone (with an agent), in-person.

• Two of three methods involve travel, wait-in-line time and/or office hour constraints.

• All methods involve interaction with a human agent, either front- or back-end.


Channel Take-UpChannel Take-Up

PAYMENT TYPE AS PERCENT OF TOTAL PAYMENTS

32%29%

39%

0% 5%

28%

31%

17%

16%

3%0% 0%

54%

37% 29%

29%29%

42%40% 40%

0%

10%

20%

30%

40%

50%

60%

70%

2005 2006 2007 2008 2009

Year

To

tal P

ay

me

nts

in P

erc

en

t

WEB Phone-In Mail-In In Person

Web-based payment has drawn almost entirely from prior traffic to phone-in and mail-in channels. Counter traffic (as a share of the total) has remained steady since implementation.


ImplementationImplementation

• Opted for an in-house built system for web payments, for the following reasons:

• Components can be reused to support the IVR system

• allows in-house customer service representatives to take payments

• Leveraged technology previously developed for Revenue Services web payment engine.

• Capital funding allocated from Court Services existing operating budget.

• Integrated with provincial offence record database.


PartnershipsPartnerships

• The project involved the following Divisions/partners:

• Corporate Access and Privacy - to ensure compliance to MFIPPA;

• Internal Audit - to oversee the design of reconciliation process;

• Legal - to develop Terms of Use statement and approve the legal agreement;

• Information & Technology - to provide project management, programming, stress testing and infrastructure support;

• Corporate Communications - to design web pages and media releases;

• Court Services - to provide business expertise;

• MTS AllStream - to perform external security audit.


AchievementsAchievements

1. Service improvements: citizens able to access the service anytime, anywhere and it only takes a couple of minutes to complete the transaction.

2. Reliability: secure web site through the use of encryption and high availability improves customer confidence.

3. Maintainability: In-house developed solution provides flexibility in implementing whatever changes are necessary.

4. High quality: Developed by well-trained professionals and verified by an external partner to ensure the safest environment possible for the customer to conduct their business

5. Cost efficiency: Freed up staff time for other priorities, potentially avoid hiring more staff. Reduced cost per transaction.


Court Services POA Fine Payment 2005


Service Delivered


Virtual Interaction

using

using

Automat-ed agent

Automat-ed agent

Human agent

Mobile human agent


with

with

with

from

from

E-mail

Fax

Text Message (SMS)

Mail

Phone


Website

Mobile Website

Mobile Application



Material Exchange


offering

offering

offering

offering

Water Grid

Power Grid

Material Exchange


offering

offering Kiosk

Counter


offering

Material Exchange

offering

Material Exchange

offering



Counter




Telephony Network

Internet


E.g.: Health

E.g.: EMS

E.g.: Revenue


E.g.: Tourism

E.g.: Toronto Film

IVR


Service Delivered


Virtual Interaction

using

using

Automat-ed agent

Automat-ed agent

Human agent

Mobile human agent


with

with

with

from

from

E-mail

Fax

Text Message (SMS)

Mail

Phone


Website

Mobile Website

Mobile Application



Material Exchange


offering

offering

offering

offering

Water Grid

Power Grid

Material Exchange


offering

offering Kiosk

Counter


offering

Material Exchange

offering

Material Exchange

offering



Counter




Telephony Network

Internet


E.g.: Health

E.g.: EMS

E.g.: Revenue


E.g.: Tourism

E.g.: Toronto Film

IVR

In-Person Interaction

Stationary Human Agent Material

Exchange

Counter

Services Delivered


Virtual Interaction

Human Agent

Material Exchange


Mail

Phone


Telephone Network

Logical Service Delivery ModelLogical Service Delivery Model


Court Services POA Fine Payment 2010


Service Delivered


Virtual Interaction

using

using

Automat-ed agent

Automat-ed agent

Human agent

Mobile human agent


with

with

with

from

from

E-mail

Fax

Text Message (SMS)

Mail

Phone


Website

Mobile Website

Mobile Application



Material Exchange


offering

offering

offering

offering

Water Grid

Power Grid

Material Exchange


offering

offering Kiosk

Counter


offering

Material Exchange

offering

Material Exchange

offering



Counter




Telephony Network

Internet


E.g.: Health

E.g.: EMS

E.g.: Revenue


E.g.: Tourism

E.g.: Toronto Film

IVR



Exchange

Counter

Services Delivered


Virtual Interaction

Human Agent

Material Exchange

MailMail/Courier

Network

Telephone Network


Website

Internet

Automated Agent

IVR


Service Delivered


Virtual Interaction

using

using

Automat-ed agent

Automat-ed agent

Human agent

Mobile human agent


with

with

with

from

from

E-mail

Fax

Text Message (SMS)

Mail

Phone


Website

Mobile Website

Mobile Application



Material Exchange


offering

offering

offering

offering

Water Grid

Power Grid

Material Exchange


offering

offering Kiosk

Counter


offering

Material Exchange

offering

Material Exchange

offering



Counter




Telephony Network

Internet


E.g.: Health

E.g.: EMS

E.g.: Revenue


E.g.: Tourism

E.g.: Toronto Film

IVR


Service Delivered


Virtual Interaction

using

using

Automat-ed agent

Automat-ed agent

Human agent

Mobile human agent


with

with

with

from

from

E-mail

Fax

Text Message (SMS)

Mail

Phone


Website

Mobile Website

Mobile Application



Material Exchange


offering

offering

offering

offering

Water Grid

Power Grid

Material Exchange


offering

offering Kiosk

Counter


offering

Material Exchange

offering

Material Exchange

offering



Counter




Telephony Network

Internet


E.g.: Health

E.g.: EMS

E.g.: Revenue


E.g.: Tourism

E.g.: Toronto Film

IVR



Exchange

Counter

Services Delivered


Virtual Interaction

Human Agent

Material Exchange

MailMail/Courier

Network

Telephone Network


Website

Internet

Automated Agent

IVR

Logical Service Delivery ModelLogical Service Delivery Model


6. Channel Assessment Tool (CAT)6. Channel Assessment Tool (CAT)

• Example for Court Services POA fine payment (e.g., traffic fines)

• Target group is persons charged under the POA for offences occurring in Toronto, and required to pay a fine under $500.

• Examine the restoration of electronic kiosks (previously in place under Service Ontario) given the 4 existing (in-person, mail, web or planned IVR) service channels.

• CAT helps you consider all the relevant factors as you consider changing the channel profile

• Identifies issues you will need to investigate further• Prepares you for the planning, business cases and project

submissions


People Factors (by Target Group)Contains the factors that target groups use for evaluating a channel's capability to deliver a service

Service CharacteristicsContains the factors that are used to consider whether a specific service can use a particular channel

Service Delivery CostsCost of implementing and maintaining the technology required for the channel to be operational

Organizational FactorsContains the factors that the organization needs to consider when implementing a new channel for service delivery

6. Channel Assessment Tool (CAT)6. Channel Assessment Tool (CAT)


6. CAT - People Factors6. CAT - People Factors

Note: CAT is designed so that high scores are good and low scores are “flags” or “cautions”

Description Low (Score: 1) Medium (Score: 2) High (Score: 4)

People Factors (by Target Group)Contains the factors that target groups use for evaluating a channel's capability to deliver a service

People Expectations

Convenience in TimeImportance of the ability to access the channel at anytime for the target group.

1Available only during business hours

Can be offline for 1+ hours per day, but must be available seven days a week

Should be available 24/7

Convenience in Place Importance of the ability to access the channel from anywhere 1Channel network can only be accessed from specific locations

Channel network has limited availability and may depend on external factors

Channel network can be accessed from anwyhere

Convenience in UseImportance of how easy the channel is to use for the target group (this includes the level of technical skills required to use the channel)

0.5

Wouldn't mind taking a tutorial or having someone walk them through

Wouldn't mind following written instructions

Channel is self-explanatory and requires little to no learning

Channel Popularity Popularity of the channel for the specified target group 1 Below 20% use it 20% - 40% use it 40%+ use it

Channel Accessibility Accessibility level of the channel for the specified target group 1Few means available for accessing the channel

Means for accessing the channel is readily available but is fairly expensive

Means for accessing the channel is readily available to the public fairly cheaply

Consumer Channel Cost Average cost of the channel to the consumer 1Need to acquire hardware and purchase services

Need to pay for services through a third party

Free

Channel Confidence & Accessibility

Privacy PerceptionPerceived level of privacy displayed by the channel, from the perspective of the target group

1Not willing to share any private information

Willing to share some private information

Willing to share almost all private information

Security PerceptionPerceived level of security displayed by the channel, from the perspective of the target group

1Not willing to conduct financial transactions

Will hesistantly conduct financial transactions

Willing to conduct financial transactions without hesitation

Assistance Available Level of assistance required by the target group for the channel being used 1

Assistance available through means that may take up to 5 days to respond

Must have assistance that will responsd within 24 hours

Must have live assistance available at all times

Factor Weight

Scoring Attributes


6. CAT - People Factors (for case study)6. CAT - People Factors (for case study)

Description

In-Person Counter Mail Web IVR

Electronic Kiosk

People Factors (by Target Group)

Contains the factors that target groups use for evaluating a channel's capability to deliver a service 28 29 24 26 24

People Expectations 16 20 18 20 16

Convenience in TimeImportance of the ability to access the channel at anytime for the target group.

1.0 1 4 4 4 2

Convenience in PlaceImportance of the ability to access the channel from anywhere

1.0 1 4 4 4 2

Convenience in UseImportance of how easy the channel is to use for the target group (this includes the level of technical skills required to use the channel)

0.5 4 4 4 4 4

Channel PopularityPopularity of the channel for the specified target group

1.0 4 2 2 2 2

Channel AccessibilityAccessibility level of the channel for the specified target group

1.0 4 4 4 4 4

Consumer Channel Cost

Average cost of the channel to the consumer 1.0 4 4 2 4 4

Channel Confidence & Accessibility 12 9 6 6 8

Privacy PerceptionPerceived level of privacy displayed by the channel, from the perspective of the target group

1.0 4 4 2 2 2

Security PerceptionPerceived level of security displayed by the channel, from the perspective of the target group

1.0 4 4 2 2 2

Assistance AvailableLevel of assistance required by the target group for the channel being used

1.0 4 1 2 2 4

Factor Weight

Channels


6. CAT – Service Characteristics and Service Delivery Costs6. CAT – Service Characteristics and Service Delivery Costs


Service CharacteristicsContains the factors that are used to consider whether a specific service can use a particular channel

Service Support CapabilitiesAbility of the channel to support the processes necessary for delivering the service (service profile)

0.5Significant additional processes need to be added

Minor additional processes need to be added

Business processes do not need to be modified

Chanel Integration CapabilitiesAbility to integrate with other channels already in operation. This should align with the integration costs below.

0.5$.5M+ investment needed

$.25M - $.5M investment needed

$0 - $.25M investment needed

Service Delivery CostsCost of implementing and maintaining the technology required for the channel to be operational

Implementation Costs The associated cost to implement the channel 1 Greater than $500KBetween $100K and $500K

Less than $100K

Integration CostsThe associated cost to integrate the channel with other channels already in operation

1 Greater than $500KBetween $100K and $500K

Less than $100K

Maintenance Costs Ongoing maintenance costs to ensure that the channel remains operational 1 Greater than $100KBetween $50K and $100K

Less than $50K

Anticipated Customer Take-up Rate Anticipated take-up rate by the public in 12 months 1 Below 10% Between 10% and 20% Greater than 20%

Anticipated Avg. Per Customer Cost Expected average cost per transaction 1 Greater than $3 Between $1 and $3 Less than $1

Factor Weight

Scoring Attributes


6. CAT – Service Characteristics and Service Delivery Costs (for case study)6. CAT – Service Characteristics and Service Delivery Costs (for case study)

Description


Electronic Kiosk

Service Characteristics Contains the factors that are used to consider whether a specific service can use a particular channel 4 4 4 4 3

Service Support Capabilities

Ability of the channel to support the processes necessary for delivering the service (service profile)

0.5 4 4 4 4 4

Channel Integration Capabilities

Ability to integrate with other channels already in operation. This should align with the integration costs below.

0.5 4 4 4 4 2

Service Delivery Costs

Cost of implementing and maintaining the technology required for the channel to be operational 15 16 20 18 10

Implementation Costs The associated cost to implement the channel 1.0 4 4 4 4 2

Integration CostsThe associated cost to integrate the channel with other channels already in operation

1.0 4 4 4 4 2

Maintenance CostsOngoing maintenance costs to ensure that the channel remains operational

1.0 4 4 4 4 2

Anticipated Customer Take-up Rate

Anticipated take-up rate by the public in 12 months

1.0 2 2 4 2 2

Anticipated Avg. Per Customer Cost

Expected average cost per transaction 1.0 1 2 4 4 2

Factor Weight

Channels

2


6. CAT – Organizational Factors6. CAT – Organizational Factors


Organizational FactorsContains the factors that the organization needs to consider when implementing a new channel for service delivery

Resource Levels Ability of the Organization to support the channel with the current level of resources (i.e.: there is no need for additional resources)

1 30%+ additional staff required

10% - 30% additional staff required

0% - 10% additional staff required

Employee SkillsAbility of the organization to support the channel with the current level of employee skills (i.e.: there is no need for additional training)

130%+ of staff requires training

10% - 30% of staff requires training

0% - 10% of staff requires training

CultureAbility of the organization to support the channel with the current corporate culture (i.e.: there is no need to change the values ,beliefs, or behaviours)

1Significant cultural changes are required

Minor cultural changes are required

No cultural changes are required

Technology InfrastructureAbility of the organization to support the channel with the current technology infrastructure in place (i.e.: there is no need to add additional technology infrastructure capabilities). This should align with the infrastructure costs below.

1$5M+ investment needed

$.25M - $5M investment needed

$0 - $.25M investment needed

Factor Weight

Scoring Attributes


Description


Electronic Kiosk

Organizational Factors

Contains the factors that the organization needs to consider when implementing a new channel for service delivery 14 14 16 16 12

Resource LevelsAbility of the Organization to support the channel with the current level of resources (i.e.: there is no need for additional resources)

1.0 2 2 4 4 2

Employee Skills

Ability of the organization to support the channel with the current level of employee skills (i.e.: there is no need for additional training)

1.0 4 4 4 4 4

Culture

Ability of the organization to support the channel with the current corporate culture (i.e.: there is no need to change the values ,beliefs, or behaviors)

1.0 4 4 4 4 4

Technology Infrastructure

Ability of the organization to support the channel with the current technology infrastructure in place (i.e.: there is no need to add additional technology infrastructure capabilities). This should align with the infrastructure costs below.

1.0 4 4 4 4 2

Factor Weight

Channels

6. CAT – Organizational Factors (for case study)6. CAT – Organizational Factors (for case study)


Case Study Summary ScoresCase Study Summary Scores

DescriptionIn-Person Counter Mail Web IVR

Electronic Kiosk

People Factors (by Target Group)

Contains the factors that target groups use for evaluating a channel's capability to deliver a service

28 29 24 26 24

Service Characteristics

Contains the factors that are used to consider whether a specific service can use a particular channel

4 4 4 4 3

Service Delivery Costs

Cost of implementing and maintaining the technology required for the channel to be operational

15 16 20 18 10

Organizational Factors

Contains the factors that the organization needs to consider when implementing a new channel for service delivery

14 14 16 16 12

TOTAL 61 63 64 64 49

Factor Weight

Channels


6. Channel Assessment Tool - Review6. Channel Assessment Tool - Review

• What else did we see in the case study when using the Channel Assessment Tool?

• •

• What changes should we make to the CAT as a tool to make it more useful?

• •


Workshop Goals Comments - Suggestions

To support division management staff in making the business case for enhancing the value of services to the public by implementing new or additional service channels.

To provide hands-on experience in an interactive workshop setting for Divisions to try out the Channel Assessment tool with actual services and service processes.

7. Workshop Summary – Goals & Next Steps7. Workshop Summary – Goals & Next Steps

Kamal SanghaKamal SanghaService OfficeService Office

416-392-3696416-392-3696

[email protected]@toronto.ca

Documents

0 Deputy City Manager’s Office – Cluster A 311 Project Management Office Deputy City Manager’s Office – Cluster A & Service Office & Service Office eService