Avaya Delivering Improved Citizen Service

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  • Yankee Group, 2007: Phone 77%, IVR only 13%, Web self-serve 4%, Email 4%, Web Chat 2% Forecast for 2010: Phone 60%, IVR – 15%, Web self-service 10%, Email – 8%, Web chat – 6 or 7% “Although the voice channel may lose some ground to new access channels to information and customer service, it will retain its dominance as the number one channel of access throughout 2010 and likely for many years to come. Therefore, although the importance of a multi-channel contact center interaction strategy is becoming obvious and mission-critical to enterprise customer service planning, the voice telephone channel should be a major consideration well into the future. Integrating the multiple silos of knowledge and information that have evolved in the contact center is key to planning future customer interaction strategies. In the future, contact centers will focus on the convergence of applications, information and data stores into a unified knowledge set that will optimize customer service interactions. This optimization will be based on a unified customer data model that draws actionable information from marketing, sales and customer service, keeps it current and builds intelligence into the system based on the real-time monitoring of customer activities. This unified customer data model is the fundamental building block of the intelligent contact center.”
  • Datamonitor’s 2004 US Public sector Technology Decisionmaker Panel (TDP) results indicated that organizations preferred their constituents to contact them through electronic channels such as email and web-portals, rather than through traditional channels such as phone calls and mail. With a push for local governments to adopt multi-channel facilities, there is a danger of isolating those constituents who cannot interact through multi-channels, such as email or interactive TV. The development and adoption of e-Government and web-portals is an important initiative for authorities to take to promote a modern system of government. Yet, it is also important to bear in mind the profile of constituents, as this can affect the contact center applications adopted by local authorities. A combination of electronic communication complemented by the telephone is a good mix of channels in enabling authorities to reach all constituents, as the majority of citizens will still be reliant on the telephone as a contact channel. For the local authorities that have the budgets to integrate a CRM package, efficiencies have been discovered and constituents are better managed than previously. An example can be seen in the US, where one of the leading drivers of CRM adoption is for local governments to automate the constituent interaction and workflow management processes of 311 contact centers, a quick access to non-emergency police and other local government services. The main objective of 311, when introduced in 1997, was to alleviate the congestion on the 911 emergency number circuits and improve the effectiveness of the 911 system. Many 311 contact centers are now seen as multi-channel contact centers. Contact centers ‘in-a-box’ can provide an economical solution for budget-conscious public authorities. Vendors can offer a service though an all-in-one system using best-of-breed components such as ACD, CTI, Outbound, IVR, QM etc. Integrating a CRM solution into this service will benefit both vendors and government authorities. Contact center vendors can leverage their existing strategic alliances with CRM vendors to drive more business. Public sector authorities that invest in CRM technologies would be able to offer a faster and more efficient service to their constituents, provided the integration is successful. Recently the UK’s National Audit Office reviewed the Department of Work and Pensions contact centers, which serve pensioners, the jobless, the disabled and carers. It cited that the poor implementation and integration of CRM, lack of adequate agent training, and poor scripting adaptation meant constituents woes were being left unaddressed. Vendors must therefore be aware of this issue when implementing contact center technologies, as authorities are coming under increased pressure to be accountable to their constituents.
  • Citizens are going to use the channel most convenient to them at any given moment. The key is to deliver a consistent interaction across all channels. Collecting valuable information upfront from the caller can reduce call times and provide the agent with critical information. For example, routing by ANI or CSR # can provide agents screen-pop information to allow them to immediately have information at their fingertips when they answer the call. IVR can provide citizens self-service options to eliminate long hold times during peak call times or extend the hours of your center. Adding Natural language speech recogniation can enhance the success of IVR applications. Email is an inexpensive channel for citizen request. Email features like auto reply for confirmation of receipt, intelligent interpretation and response suggestions are technology solutions that provide efficiency & optimization of agent time. Web allows citizens to visually self-serve. Enhancing web interactions with features like “call-back” scheduling, “click-to-call” & live chat provides citizens the assurance if they don’t find what they are looking for, help is just a click away. Leveraging industry standard protocols like v-XML allow you to utilize the investment in your web portal as the intelligence behind the IVR system. This provides citizens a consistent experience across all channels.
  • Think about what is driving you. Most people have access to the web today. Term “self service” term is morphing. Used to be IVR, now shifting to be web, self-service. See chart, take look at avg. costs. For web, 50 cents/transaction. Compare to phone – avg. is $5.50/transaction (loaded). Substantially less expensive to self serve themselves when it is appropriate. Look at email – about $5/transaction. Requires agent intervention, response, specific skill set. Real-time text chat is also high. Think about – how can your customers do more self-service when appropriate. Ask your customers “What is the cost of doing business? What and how are you stimulating customers to contact you?” Example - are you publishing an 800 number boldly on a mailer or are you publishing your web site? Are you stimulating people to dial into your contact center? Is that the first choice you want to give your customers? That is for you to decide based on your customers needs and expectations - but let’s have a look at the typical transaction cost in a contact center. According to a study by the Yankee Group earlier this year: Average cost for Self Service Web interaction (NON-agent assisted) - .50 cents Average cost for Self Service IVR session (NON-agent assisted) - approx .50 cents Email - average cost $5.00 per transaction Text Chat - $7.00 per transaction Agent Assisted call (phone call) - $5.50 per transaction
  • Multi-Channel is not just for your citizens, internal communication is greatly enhanced by leveraging multi-channel communications. The goal of the center is first call resolution. It may be necessary to quickly find an expert to assist with a citizens question. A common practice in commercial contact centers is the use of Instant Messaging to quickly find an expert to address questions not in the knowledge database. This quick access to experts reduces the need for citizen call back, improves citizen satisfaction and improves agent performance & knowledge. Susan, can you share your thoughts on delivering a consistent citizen experience?
  • Susan 1 minute – wrap-up/summary of previous slides Consistency is key. As much as possible, citizens should have the choice of how they interact with government – whether it is through the web, or IVR, or talking to a live agent. The goal is seamless service. The cost of a permit and the location of brush crews should be the same on all channels. The Contact Center should have the same November performance report for pot hole work orders as the Street Department does. The best practice is to have a single or integrated knowledge base and to use the same or interfaced applications as the agencies delivering the service. This results in happier customers, reduced calls and complaints, and more efficient operations on the backend.
  • How do you decide what channels to implement? The first priority is to consider the demographics of your community. For the service areas that are addressed by your contact center – for example, code enforcement - , what is the preferred option of those citizens? Going back to citizen engagement, do they mostly use the phone or the web or walk-in? Find out their preferences. You can help with access to multiple channels by adding kiosks at different City/county locations or public computers at libraries to support access to the web. According to a 2007 Pew Internet study, 71 percent of respondents use wireless technology to access online information; eight in 10 Internet users looked online for health information; 51 percent of online adults use the Internet to view or download video; 55 percent of youths ages 12 to 17 use online social networking sites. The recent presidential election demonstrated the value of emerging technology such as Web 2.0, RSS feeds and text messaging. Technology tools will play a significant role for contact centers in expanding communication channels and further engaging citizens. Many government contact centers transition call reps from various service departments or agencies into the center, bringing specific expertise. In addition to customer service skills, call reps must have or develop knowledge of city or county services, processes, procedures and contacts, as well as technology related to the telephony system, CRM, and work management systems. Depending on the community, a contact center also may require second language skills. ACD capabilities can automate the process of directing calls to certain skill groups, including finding the needed language skill. IVR systems can quickly direct calls to the right person, and offload informational calls. Agents can encourage citizens to use web & self service for future contacts. The critical foundation for managing multi-channel communications is ensuring consistency of information across all channels. One area that sometimes is problematic for government contact centers is linking the center to service agencies or departments. Coordination is essential from the planning stage, in establishing policies, procedures, performance metrics, and developing service level agreements. Service FAQs need to be maintained and updated regularly to all contact channels. One of the ongoing challenges for contact centers is ensuring current and accurate information is presented consistently for each communication channel. This can be difficult since the information is coming from a lot of different departments or agencies. Integrated systems, can reduce duplicate work orders, eliminate time delays & duplicate data entry, and provide more accurate performance data. A characteristic of a best practice contact center is the integrated as much as you can across systems and service departments.
  • Contact statistics, such as volume of calls, provide clear direction for resource planning and allocation, and can put forward a solid case for funding those resources. Data on agent productivity provide insight in how to strategically assign and move agents to best handle calls and improve performance. Service Request Statistics, looking at work orders, whether they are open or closed, can help identify problem areas for service delivery and identify opportunities for service improvements. Agency Statistics can provide a customer service scorecard for the organization. Remember, the citizen does not distinguish between calling the mayor, the contact center or the department. A best practice strategy is, beginning with your baseline start point, to review, assess progress and manage your performance data on a regular basis – not just around budget time. And don’t just look at your call data, use your access to a full range of statistics to help achieve service and organizational success.
  • Soft Phone Functionality is provided via a dial pad shown here. Telephony features such as dialing, conferencing and transfers can be completed with the Soft Phone. Similar to speed dial, Admin defined – supervisor names and other frequent numbers can be programmed; and an operator may use this feature if they need to bridge in a support group to best respond to the citizen.
  • Avaya Delivering Improved Citizen Service

    1. 1. Citizen Service - 311 Teresa Richardson Avaya Practice Leader Local Government/Public Safety
    2. 2. Agenda <ul><li>Industry Trends </li></ul><ul><li>Citizen Service Technology </li></ul><ul><ul><li>Contact Center </li></ul></ul><ul><ul><li>Work Order Systems vs. CRM </li></ul></ul><ul><ul><li>Analytics & Performance Reporting </li></ul></ul><ul><li>Delivering extraordinary Citizen Service – Case Study </li></ul>
    3. 3. Why Embrace Citizen Service Initiatives? Is the problem solved? Can citizen satisfaction be measured? What work order? Which department? Phone number? Who to call? Resolution Status? Service Request Work Order Agency Departments Executive Office Citizen Call General Services Remote Agency
    4. 4. Challenges in Citizen Service <ul><li>Improving citizen service while containing costs </li></ul><ul><li>Measuring performance & citizen satisfaction </li></ul><ul><li>Automating & streamlining revenue collections </li></ul><ul><li>Meeting service level objectives across agencies </li></ul><ul><li>Improving efficiency & productivity </li></ul><ul><li>Integrated Technology – CRM & Databases </li></ul><ul><li>Multi-jurisdictional support </li></ul><ul><li>Politics: Agency to Agency </li></ul>
    5. 5. The Evolution of Government Communications are Presenting Multiple Challenges Legacy PBX & VM Centrex Services Silo Architecture Business Value Increasing Complexity, Scope, Criticality TDM / IPT Hybrid Networks All IP Telephony Functionality / Deployment Timeline Consolidation Advanced Citizen Service Mobility Disaster Recovery Traditional Communications Migration to IP Citizen Service Initiatives Web Portals & Self-Service Declining budgets Copliance:Green;ADA,E911 Revenue Collection Adaptive Technology <ul><li>Reliable </li></ul><ul><li>Manageable </li></ul><ul><li>Secure </li></ul><ul><li>Scalable </li></ul><ul><li>Increased Productivity </li></ul><ul><li>Superior Experience </li></ul><ul><li>Enhanced Business Processes </li></ul>TDM / IPT / CC Hybrid Networks IP Telephony/SIP Cost Reductions Increased Complexity Multi-Channel Multi-Vendor Intelligent Communications Business processes re-engineering Social Networks
    6. 7. What Changes are Projected? 2007 2010 90 80 70 60 50 40 30 20 10 0 Phone IVR Only Web Email Web Self Serve Chat Source: Yankee Group
    7. 8. ConnectedGovernment Transforming the Citizen Experience The Next Level Ultimate Goal Today <ul><li>Virtualization of agencies </li></ul><ul><li>Removing citizen call receipt from agencies </li></ul><ul><li>Agencies focus on core work responsibilities </li></ul><ul><li>Virtualization of resources: branch, home agents, call centers </li></ul><ul><li>Application/Data sharing </li></ul><ul><li>Increase efficiency & improve citizen perceptions </li></ul>Optimizing Citizen Insight and Access <ul><li>Consistency of data across all channels </li></ul><ul><li>System integration between agencies </li></ul><ul><li>Process transparency and integration </li></ul><ul><li>Leveraging existing enterprise applications </li></ul><ul><li>Proactive outreach to citizens </li></ul><ul><li>Efficient revenue collection </li></ul><ul><li>Extending services </li></ul><ul><ul><li>SMS, IM, video </li></ul></ul><ul><ul><li>Social Networks </li></ul></ul>Optimizing Total Citizen Experience Optimizing Citizen Interactions <ul><li>Loosely connected agencies </li></ul><ul><li>Efficient but segregated interaction management </li></ul><ul><li>Operations focused management </li></ul><ul><li>Limited self service </li></ul><ul><li>Limited outbound outreach to citizens </li></ul>
    8. 9. Technology for Citizen Service Contact Center Work Order System Analytics & Performance Reporting CRM
    9. 10. Improving Citizen Service <ul><li>Enhance citizen experience </li></ul><ul><ul><li>Consistent access to government </li></ul></ul><ul><ul><ul><li>Multi-channel/Multi-device </li></ul></ul></ul><ul><ul><ul><li>Citizen choice </li></ul></ul></ul><ul><ul><li>Speech and web self service </li></ul></ul><ul><ul><li>Increase productivity of agencies </li></ul></ul><ul><ul><li>Increased first-call resolution </li></ul></ul><ul><ul><li>Real-time access to knowledge </li></ul></ul><ul><ul><li>Closed-loop communication </li></ul></ul><ul><ul><li>Proactive citizen outreach </li></ul></ul><ul><li>Reduce costs </li></ul><ul><ul><li>Consolidation of resources increases productivity & efficiencies </li></ul></ul><ul><ul><li>Leverage experts across all agencies </li></ul></ul><ul><ul><li>Shift from agent to self-service options </li></ul></ul><ul><ul><li>Application sharing across agencies </li></ul></ul>Citizen Benefits ACD CRM WEB EMAIL Voice Portal
    10. 11. Contact Centers for Citizen Service <ul><li>Voice and Self-Service </li></ul><ul><ul><li>Intelligent call routing </li></ul></ul><ul><ul><li>Touch-tone & speech access to services </li></ul></ul><ul><li>Email </li></ul><ul><ul><li>Optimize agent time </li></ul></ul><ul><ul><li>Internal notification & service requests </li></ul></ul><ul><ul><li>Status & updates to citizens </li></ul></ul><ul><li>Web Solutions </li></ul><ul><ul><li>Chat and collaborate with click to call applications </li></ul></ul><ul><ul><li>Manage call back requests </li></ul></ul><ul><ul><li>Off-load redundant & informational requests </li></ul></ul><ul><ul><ul><li>FAQ’s </li></ul></ul></ul><ul><ul><ul><li>Holiday schedules </li></ul></ul></ul>
    11. 12. The Varying Costs of Doing Business
    12. 13. Multi-Channel: Servicing Through Spikes <ul><li>Real-Time Actions </li></ul><ul><ul><li>Leverage backup/reserve agents </li></ul></ul><ul><ul><li>Give Citizens options </li></ul></ul>2 Reserve/Backup Agents Agency/Department Resources 1 311 Agent 3 Citizen Service Request System Avaya Call Center Solution with Intelligent IVR Citizens’ Choice EWT Choice Queue Self Serve Request Call Back 4
    13. 14. Multi-Channel Enables Expert Resources <ul><li>First call resolution </li></ul><ul><li>Easy access to agency expert resources </li></ul><ul><ul><li>Voice </li></ul></ul><ul><ul><li>Instant Messaging </li></ul></ul>Subject-matter Experts 2 Tax Department Animal Control Public Works Citizen A Citizen B Citizen C 1 311 Agent Citizen Service Request System Search Knowledge Base
    14. 15. Delivering a Consistent Citizen Experience <ul><li>Seamless user experience across all channels </li></ul><ul><li>Voice/Web / IVR applications complimentary </li></ul>Data Applications Web Self Service Voice Self Service Live Agents
    15. 16. Contact Center Considerations <ul><li>Defining Multi-Channel Citizen Contact </li></ul><ul><ul><li>Voice, Email, Fax, Web, Chat, Text, IM </li></ul></ul><ul><li>What Channels Should be Implemented? </li></ul><ul><ul><li>Consider demographics of community </li></ul></ul><ul><ul><li>Citizen feedback and priorities of elected officials </li></ul></ul><ul><ul><li>Evaluation of existing & future technology </li></ul></ul><ul><li>Managing Multi-Channel Contacts </li></ul><ul><ul><li>Balancing service levels & agent skills </li></ul></ul><ul><ul><li>Opportunity to offload calls to less costly channels </li></ul></ul><ul><ul><li>Consistency of information across all channels </li></ul></ul><ul><ul><li>Citizen Feedback </li></ul></ul>
    16. 17. Technology for Citizen Service VS. Work Order System CRM
    17. 18. Work Order Systems <ul><li>Assigns work </li></ul><ul><li>Tracks completion </li></ul><ul><li>Organize projects – many work orders </li></ul><ul><li>Limited access outside of departments </li></ul><ul><li>Single Measurement – work item only </li></ul><ul><li>Duplicate work items </li></ul><ul><li>May meet very specialized department needs </li></ul><ul><ul><li>Public Utilities or Animal Control </li></ul></ul>Assign – Track - Close
    18. 19. Citizen Relationship Management (CRM) <ul><li>Provides accountability </li></ul><ul><ul><li>Citizens: tracking requests </li></ul></ul><ul><ul><li>Managers: tracking effectiveness & efficiency </li></ul></ul><ul><li>Timely & accurate information across enterprise </li></ul><ul><li>Provides data & information </li></ul><ul><ul><li>Knowledge database: facts gathered over time </li></ul></ul><ul><ul><li>Information: event specific facts & statistics </li></ul></ul>Citizen Experience, Center Effectiveness & Process Improvement
    19. 20. CRM Provides Center Intelligence <ul><li>Contacts </li></ul><ul><ul><li>Volume, trends & topics </li></ul></ul><ul><li>Service Requests </li></ul><ul><ul><li>Timeframe & trends </li></ul></ul><ul><ul><li>First contact resolution rates </li></ul></ul><ul><ul><li>Disposition: open, closed, pending </li></ul></ul><ul><ul><li>Automatic escalation </li></ul></ul><ul><ul><li>Fulfillment vs. costs </li></ul></ul><ul><li>Continual process improvements </li></ul>
    20. 21. Work Order, CRM or Both? <ul><li>Define center objective </li></ul><ul><ul><li>Consolidated center striving for single call resolution </li></ul></ul><ul><li>Evaluate workforce requirements & capabilities </li></ul><ul><ul><li>Opportunities for process & efficiency improvements </li></ul></ul><ul><ul><li>In-building vs. remote/teleworking staff </li></ul></ul><ul><li>Evaluate existing systems </li></ul><ul><ul><li>Can CRM integrate to work order systems? </li></ul></ul><ul><ul><li>Cost of maintaining legacy work order systems vs investment in CRM </li></ul></ul><ul><ul><li>Department by department analysis </li></ul></ul><ul><li>5 Year Plan </li></ul><ul><ul><li>Declining budgets & workforce </li></ul></ul>
    21. 22. Calls from home or work CSR Intake screens are used to capture information required for each type of service request and display location information on a map 3-1-1 Call Center Operations Mobile Phone Calls Search Knowledge Base Call Center answering 311 & other customer numbers IVR is used to provide status and play pre-recorded messages when emergencies occur Calls where caller selects IVR Phone Switch Search Existing Requests Create a new Request
    22. 23. Center Performance Reporting <ul><li>Contact Statistics – Contact Center Data </li></ul><ul><ul><li>Volume of Calls </li></ul></ul><ul><ul><li>Agent productivity </li></ul></ul><ul><ul><li>Service Level by agency/dept + overall center </li></ul></ul><ul><li>Service Request Statistics – CRM Data </li></ul><ul><ul><li>Volume of Service Requests </li></ul></ul><ul><ul><li>Open vs. Closed </li></ul></ul><ul><ul><li>Service Level details </li></ul></ul><ul><li>Agency Statistics </li></ul><ul><ul><li>Provide statistics at agency/department level </li></ul></ul><ul><ul><li>Comprehensive reporting: Contact Center + Service Request Data </li></ul></ul><ul><li>Trending & Process Improvement Recommendations. </li></ul><ul><li>Benchmark Results </li></ul><ul><ul><li>Baseline * 30 days * 90 days * 6 months * 1 year </li></ul></ul>
    23. 24. Case Study
    24. 25. <ul><li>Newark 4311 – Non-emergency Call Center </li></ul><ul><ul><li>Opened September 2008 </li></ul></ul><ul><ul><li>Operates Mon. – Fri., 7am – 9pm </li></ul></ul><ul><ul><li>One-stop shop for all municipal citizen requests and inquiries </li></ul></ul><ul><ul><li>Clearinghouse for departmental responsibilities and data tracking </li></ul></ul>
    25. 26. Newark 4311: Initial Problems <ul><li>Before Newark 4311 </li></ul><ul><ul><li>Public image problems regarding customer service </li></ul></ul><ul><ul><li>Multiple unmonitored entry point for citizens </li></ul></ul><ul><ul><li>No assurance of uniform citizen contact </li></ul></ul><ul><ul><li>No ability to track work flow, quality, or completeness </li></ul></ul><ul><ul><li>Excessive job redundancies across and within departments </li></ul></ul><ul><ul><li>Expense of maintaining aging technology </li></ul></ul><ul><ul><li>Inefficiencies of “business as usual” </li></ul></ul>
    26. 27. Newark 4311: Purpose and Vision <ul><li>Purpose </li></ul><ul><ul><li>Perform as a one stop shop for constituent interactions with the City </li></ul></ul><ul><ul><li>Allow for accurate tracking of requests and complaints </li></ul></ul><ul><ul><li>Develop trend evaluation and problem forecasting </li></ul></ul><ul><ul><li>Perform as a front line for information for the public in a crisis management situation </li></ul></ul><ul><li>Vision </li></ul><ul><ul><li>Enhance the public’s opinion of customer service related interactions with the City </li></ul></ul><ul><ul><li>Continue the process of tracking and measuring departmental performance and progress </li></ul></ul><ul><ul><li>Create a tangible line of accountability and a reliable storage and retrieval mechanism </li></ul></ul>
    27. 28. Newark 4311: Implementation <ul><li>Technology Investments </li></ul><ul><ul><li>Move the city away from Centrex based phone systems </li></ul></ul><ul><ul><li>Utilize new telecommunication technologies to leave room for future expansion </li></ul></ul><ul><ul><li>Integrate telecommunication and work flow technology for streamlined quantitative analysis </li></ul></ul><ul><li>CRM Investments </li></ul><ul><ul><li>Overhaul work order reception and dispatching methods </li></ul></ul><ul><ul><li>Develop a system to track work order requests from start to finish and account for quality </li></ul></ul><ul><ul><li>Ensure data storage and archiving needs </li></ul></ul>
    28. 29. Newark 4311: Implementation <ul><li>Departmental Preparation </li></ul><ul><ul><li>Identify and consolidate citizen points of entry </li></ul></ul><ul><ul><li>Development of new departmental policy and procedures </li></ul></ul><ul><ul><li>Communicate the goals, purpose, and operations of the call center internally and externally </li></ul></ul><ul><ul><li>Work out bugs through a “Soft Launch Phase” </li></ul></ul>
    29. 30. Newark 4311: Current Results <ul><li>Cost Reduction & Efficiency </li></ul><ul><ul><li>Ability to eliminate redundant positions & elimination of excess Centrex numbers </li></ul></ul><ul><ul><li>Ability to track budget requests against citizen requests and work flow data </li></ul></ul><ul><li>Departmental Efficiency & Accountability </li></ul><ul><ul><li>Accurate dispatch and tracking of citizen requests </li></ul></ul><ul><ul><li>Establish and hold firm to base line service levels </li></ul></ul><ul><ul><li>Develop independent report and review of departmental activities and personnel </li></ul></ul><ul><li>Citizen Request Tracking & Forecasting </li></ul><ul><ul><li>Accurate tallying of requests and departmental deployment needs </li></ul></ul><ul><ul><li>Request tracking geographically and cyclically </li></ul></ul><ul><ul><li>Ability to be proactive with services and dissemination </li></ul></ul>
    30. 31. Newark 4311: Future Goals <ul><li>Goals for 2009 and Beyond Include: </li></ul><ul><ul><li>Implementation of special programs through the call center </li></ul></ul><ul><ul><li>Expand the call center to incorporate outside agencies </li></ul></ul><ul><ul><li>Develop regional cooperation with other government entities </li></ul></ul><ul><ul><li>Expand input methods for citizens and field employees </li></ul></ul>
    31. 32. Miami-Dade County, Florida <ul><li>Residents: 2,363,600 (2004 estimate) </li></ul><ul><ul><li>36+ Municipalities </li></ul></ul><ul><li>Visitors: 11.3 million (2005) </li></ul><ul><li>Businesses: 113,902 </li></ul><ul><li>Employees: 30,000 </li></ul><ul><li>Government: </li></ul><ul><ul><li>Mayor elected countywide </li></ul></ul><ul><ul><li>13 County Commissioners elected from single-member districts </li></ul></ul>About us
    32. 33. Case Study Miami Dade 311 <ul><li>Challenge </li></ul><ul><ul><li>Build an all encompassing call center that citizens can call into for any issue </li></ul></ul><ul><ul><li>Crisis expansion & continued growth </li></ul></ul><ul><li>Solution </li></ul><ul><ul><li>Leverage AVAYA IP Telephony infrastructure </li></ul></ul><ul><ul><ul><li>Gateway off of the Miami-Dade Fire Rescue S8700 </li></ul></ul></ul><ul><ul><ul><li>Backup/Overflow at Emergency Operations Center </li></ul></ul></ul><ul><li>Benefits </li></ul><ul><ul><li>Reduced Queue Time from 1.44 minutes to 35 seconds </li></ul></ul><ul><ul><li>Ability to quickly handle call volume spikes </li></ul></ul><ul><ul><ul><li>During hurricanes 311 call volume triples </li></ul></ul></ul><ul><ul><li>Leverage Avaya IP Telephony for dynamic backup & overflow </li></ul></ul><ul><ul><li>Avaya IP Telephony Platform grows with 311 </li></ul></ul><ul><ul><ul><li>Call volume has increased from 800K to 1.9M annually </li></ul></ul></ul><ul><ul><ul><li>Expansion to second site </li></ul></ul></ul>
    33. 34. Miami-Dade County 3-1-1 <ul><li>Integrated CRM </li></ul><ul><li>Single workstation for call handinging </li></ul>
    34. 35. Office of Unified Communications <ul><li>New Office of Unified Communications (OUC) agency is established in October 2004 with direct report to the Mayor. </li></ul><ul><li>Streamlined operations, business process and technology systems with the consolidation of 911, 311, telephone reporting unit, transcribers, radio division and customer service operations into one agency. </li></ul><ul><li>400 civilian employees. </li></ul><ul><li>2006 138,00 sq ft state-of-the-art Unified Communication Center (UCC) opens and is located on 11.8 acres. </li></ul>
    35. 36. Washington DC – Unified Communications Center <ul><li>Put into Service on Sept 22, 2006 with 9-1-1 & 3-1-1 </li></ul><ul><li>Consolidates emergency 911,non-emergency 311 and Mayor’s Call Center (727-1000) call activities from MPD, and Citizen Service Operations </li></ul><ul><li>2006 138,00 sq ft state-of-the-art Unified Communication Center (UCC) opens and is located on 11.8 acres </li></ul><ul><li>Deployment at UCC </li></ul><ul><ul><li>101 Primary / 35 Backup Agent Positions </li></ul></ul><ul><li>Over 6 million calls taken since in service </li></ul><ul><ul><li>20% for 9-1-1 </li></ul></ul><ul><ul><li>20% for 3-1-1 </li></ul></ul><ul><ul><li>60% for City Wide Call Center </li></ul></ul><ul><li>Washington DC: Unified Communications Center September 2003 : </li></ul><ul><ul><li>65% of 911 calls answered in 5 seconds or less </li></ul></ul><ul><ul><li>Current: </li></ul></ul><ul><ul><li>96% of 911 calls answered in 5 seconds or less (Avaya) </li></ul></ul><ul><li>Provides both centralized and independent provisioning of emergency and non-emergency communications, radio technology management, and customer service </li></ul>
    36. 37. <ul><li>Receives and dispatches calls for police, fire and emergency medical services. </li></ul><ul><li>All 911 call takers and dispatchers are civilian employees and report to the director of the OUC. </li></ul><ul><li>Introduced the Universal Call Taker (UCT) who are trained to handle all emergency type calls without transferring. </li></ul><ul><li>2008 received 1.3 million calls. </li></ul><ul><li>96% of call volume were answered between 0-5 seconds, with average speed of answer of one second. </li></ul>911 Overview
    37. 38. <ul><li>January of 2008 launched new 24/7 311 Mayor’s Call Center. </li></ul><ul><li>2008 received 2.3 million calls. 85% of calls were answered in 30 seconds. Generate 300,000 service requests. </li></ul><ul><li>In 2008 311 incorporates call center functions from following departments: human services, health, consumer and regulatory affairs, environment, motor vehicles, public schools, and the police telephone reporting unit. </li></ul><ul><li>Increases government accessibility and eliminates the “footwork” for the citizen. </li></ul><ul><li>Acts as main contact during inclement weather, seasonal events, and other emergencies. Recent events include presidential election and upcoming presidential inauguration. </li></ul>311 Overview
    38. 39. Call Statistics Before and After <ul><li>911, 311 Operations: </li></ul><ul><li>Prior to the consolidation </li></ul><ul><ul><li>FY03: 911 received 1 million calls in which 60% were answered with 10 seconds, </li></ul></ul><ul><ul><li>FY03: 188,000 911 calls were not answered with 18% ABA (Average Abandoned Rate) </li></ul></ul><ul><li>After consolidation </li></ul><ul><ul><li>FY08: 911 received 1.2 million calls in which 96% were answered with in 5 seconds with an average speed of answer of one second. </li></ul></ul><ul><ul><li>FY08: 25,000 911 call were not answered with only a 2% ABA (Average Abandoned Rate) </li></ul></ul><ul><li>(data FY08) </li></ul>
    39. 40. Providing Superior Citizen Service How do you redesign work for optimal performance & superior citizen service and maximize efficiency in an economic downturn? Reduce costs through self service options Deliver consistent, personalized customer experience across voice, email, chat, and video Automate outbound communications Agents spend more time on positive, productive citizen interactions Share investment across agencies Control workforce costs with home agents & blended work flows Leverage the best agent talent regardless of location
    40. 41. Many aspects of Citizen Service <ul><li>Technology Is an Enabler, Not the Solution </li></ul><ul><li>Every Local Government Has Different Requirements </li></ul><ul><ul><li>Not one-size fits all </li></ul></ul><ul><ul><li>Not an all or nothing endeavor </li></ul></ul><ul><li>Planning & Evaluation Are the Critical First Steps </li></ul><ul><ul><li>Understand current environment and value of tools </li></ul></ul><ul><ul><li>Define goals, objectives & timelines </li></ul></ul><ul><ul><li>Benchmark & reporting </li></ul></ul><ul><li>Success Strategies </li></ul><ul><ul><li>Executive sponsorship </li></ul></ul><ul><ul><li>Integrate into existing technologies when possible </li></ul></ul><ul><ul><li>Full integration best, but not required to start </li></ul></ul><ul><ul><li>Training is key and opportunity </li></ul></ul>
    41. 42. Questions? Keeping Connected – Avaya Consultant Conference May 2009

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