Service Excellence

Key commitments

• Continuously ensure a deep understanding of our stakeholders to anticipate and respond to their evolving needs.
• Provide a positive experience through the delivery of services that are clear, timely and that meet the expectations of those we serve.

Performance measures

Table 30—Service Experience

A service-centred design that optimizes the service experience, engages customers proactively and identifies opportunities for improvements.

• Output metric: Online application turnaround time (in days) meets or is lower than target of 20 days.
• Outcome metric: % of clients satisfied with services meets or exceeds target of 75%.

Note:

• Turnaround time was affected by COVID-19 and the rollout of iAGCO online services to charitable gaming licensees in November 2020.
• The turnaround time includes application turnaround times and auto-renewals completed on the iAGCO portal.
• The “clients satisfied with services” metric is an average based on AGCO website, iAGCO portal and telephone calls.

Table 31—Value for Money

Ensuring value per transaction (internal and external) with a focus on streamlining process and reducing regulatory burden.

• Output metric: % of applications for SOPs auto-issued meets or exceeds target of 90%.

Projects

Service Excellence is a core foundation embedded throughout the AGCO’s work, from both the AGCO’s core service delivery to licensing and registration, compliance, and investigations and enforcement. All corporate projects are viewed through a Service Excellence lens, ensuring that the AGCO builds programs and policies that best serve the needs of our customers.

Clear and timely services that meet expectations

The AGCO is committed to creating a positive experience for our stakeholders through the delivery of clear, timely services and meeting the expectations of those we serve. Through iAGCO, the agency’s digital services portal, 83,678 customer service transactions were initiated. The AGCO Customer Service supported 104,049 customer interactions including calls, webchats, online inquiries, email, and regular mail; 93% of Contact Centre customers received resolution to their inquiry or concern at their initial point of contact.

Due to public health requirements that limited in-person service delivery, the majority of AGCO services were delivered remotely in 2021–2022, with the exception of race day activities in horse racing. In preparation for a return to normal operations, the AGCO modernized its approach to in-person services by introducing a by-appointment model. This change in service approach reflects shifting customer preferences away from in-person services that began prior to the pandemic with an uptake in digital service delivery and was further accelerated to meet public health requirements.

With the AGCO’s contact centre platform set to be decommissioned by its service provider, in 2021–2022 the AGCO started plans to replace and update its enterprise contact centre solution. This work will include the launch of a new multiple-channel solution in 2022–2023 that replaces current functionality and positions the AGCO to meet evolving customer preferences and expectations of a modern contact centre environment.

In response to opportunities identified by the Auditor General of Ontario to improve complaints handling, the AGCO created new procedures and staff training. The AGCO successfully reduced the time to complete complaints-based inspections from 18.9 to 15.4 business days.

Customer-centric design and delivery

To improve the design and delivery of AGCO services, the AGCO is working to better understand our stakeholders. Customer First training was provided to staff starting in 2020– 2021 to encourage greater awareness and skills development in the area of customer-centric design at the AGCO.

Service design tools and methodologies were applied to key corporate projects to improve customer journeys and improve service outcomes. This included:

• the use of customer research, persona development and journey mapping to design and validate the iGaming Service model for Operators, Suppliers and Players;
• process improvements and enhanced communications to support the Cannabis Retail Store Application process;
• updates to the AGCO in-person service model.

The AGCO uses service insights such as Customer Satisfaction Surveys, and complaints, inquiries and service performance measures from iAGCO, to better listen to customers and identify opportunities for service improvement. This has led to improvements to both the website and iAGCO application guidance.

Service metrics

Table 32—Service provision

Table 33—Communication with AGCO stakeholders

Note: Twitter engagement numbers are lower this year due to a decrease in content from the AGCO Twitter account. A significant portion of the Twitter account is related to public notices.

Table 34—Service metrics