Client
Industry
Project size
Centers of expertise
Context
The City of Rimouski had begun a digital transformation of its 311 service to improve citizen relations, using Zoho Desk, Zoho CRM and Microsoft Teams. Two agents were already handling roughly 3,000 citizen requests, but a series of operational and technical limitations kept the existing model from supporting growth at a larger scale.
Request handling ran on rigid logic: every call automatically became a ticket in Zoho Desk. That created heavy processes, a significant handling burden for agents and a strong reliance on informal exchanges in Teams. The line between different types of inquiries and service requests remained blurry, which limited the 311 service’s ability to expand to other municipal departments.
After several attempts with another technology partner, the City was looking for an approach that would go beyond technical implementation, one that would clarify the vision, the processes, and the governance of the service.
Solutions PROPOSED
Diagnose citizen relations processes and how the 311 service operates.
Redefine the core concepts: tier 1 and tier 2 calls and requests, and the role of the ticket in the citizen journey.
Propose a new architecture across Microsoft Teams Phone, Zoho CRM, and Zoho Desk.
Build a structured roadmap of 7 priority projects.
Recommend a governance model and a knowledge management center of excellence.
Gains
- A clear, scalable vision for rolling out the 311 service across the municipality.
- Stronger alignment between the Communications Department and the IT Department.
- Clearer processes, roles, and concepts around citizen requests.
- Reduced risk of investing further in a structure that would be difficult to grow.
- A concrete action plan to orchestrate the project’s next phases.
- A realigned strategic vision before expanding the 311 service to all municipal departments.
Satisfaction and achievement of objectives
Satisfaction with interventions