2000 April Report of the Auditor General of Canada
Exhibit 1.10—Rethinking, Re-engineering and Restructuring the Service Approach at Citizenship and Immigration Canada
In early 1995, Citizenship and Immigration Canada (CIC) decided to improve its methods of serving clients. Client services at that time were provided through 23 individual telecentres, case-processing centres and a network of offices across the country.
CIC's Business Planning Re-engineering initiative examined the telecentre operations and concluded that all telephone operations required networking. It identified the additional benefits that networking would provide, such as the flexibility to grow or downsize as required. The initiative concluded that telecentres should respond to clients' requests for information, and that other systems should support the telecentres. CIC decided that a small number of co-ordinated and integrated call centres would be a preferred configuration to improve client service.
Implementation of the consolidated call centres started in April 1996. CIC has undergone a complete transformation to implement a fully integrated call centre model. The new model was designed to make the call centres the first point of contact between clients and the Department, and to respond more quickly to changing service demands and priorities.
The 23 telecentres have been consolidated in three large call centres in Toronto, Vancouver and Montreal. At the time of our audit, the Department had just completed a national review of call centres. The review report, dated 4 November 1999, indicated that the consolidation had allowed CIC "to increase telephone accessibility from 30 percent to 70 percent", but that "80 percent accessibility remains an unmet objective". It also identified a number of issues that need to be resolved to move the call centres beyond the start-up stage, including customer satisfaction and continuous improvement, among other things.
Source: Citizenship and Immigration Canada