SARS Contact Centres

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A connected organisational vision - SARS contact centres

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SARS Contact Centres

  1. 1. SARS Contact Centre Service, Compliance & Education. Firdous Sallie Group Executive - SARS Contact Centre Operations 2013 1
  2. 2. SARS Contact Centre Operations 2009 2009 - 2011 2010 - 2013 2009 - 2013 2013 & beyond Creating a connected SARS Contact Centre Vision & Mission Evolve & Shape a supportive Contact Centre Strategy of People, Processes, Systems & Technologie s Develop & Optimise Resource Capabilities Creative Innovation Continuous Improvement & Innovation The Strategic Journey 2
  3. 3. SARS Contact Centre Operations Strategic Journey Creating a Connected SARS Vision 3
  4. 4. SARS Contact Centre Operations Creating Connected SARS Vision Mission Vision Values Core Outcomes To optimise revenue SARS is an • Mutual respect and • Increased customs yield, to facilitate innovative revenue trust compliance trade and to enlist and customs agency • Equity and fairness • Increased tax new tax contributors that enhances by promoting economic growth awareness of the and social obligation to comply development, and • Transparency and with tax and supports the openness customs laws, and country’s integration • Courtesy and to provide a quality, into the global commitment SARS Compliance Model responsive service economy in a way to the public. that benefits all South Africans. • Integrity and honesty compliance Service • Increased ease and fairness of doing business with SARS Enforcement • Increased cost effectiveness, Education internal efficiency and institutional respectability 4
  5. 5. SARS Contact Centre Operations Creating Connected SARS Contact Centre Vision CC Mission To continuously deliver on company strategy, CC Vision Core Outcomes • Increased customs To become an compliance Create value for our taxpayers through greater taxpayer satisfaction as well as strengthening the SARS brand, internationally • Increased tax acclaimed Contact compliance Centre that exceeds • Increased ease and Prepare our People, Processes and Systems for the changing economic landscape, the expectations of fairness of doing our taxpayers and business with SARS visitors who wish to • Increased cost interact with our effectiveness, internal SARS organisation. efficiency and We seek to fulfil this mission by providing a personalized service at every entry point into SARS for all its taxpayers irrespective of entity type and position in the economy. . institutional respectability 5
  6. 6. SARS Contact Centre Operations Strategic Journey Evolve & Shape the Contact Centre Enabling Strategy Creating a Connected SARS Vision 6
  7. 7. SARS Contact Centre Operations Evolving & Shaping a supportive Contact Centre Strategy CULTURE Enhance a Service Centric Culture REVENUE RESOURCES Effective Resource Optimisation SERVICE SEGMENTATION Differentiated Service Model Support the SARS Debt Management Strategy QUALITY Enhance Quality Management System RISK Enhanced Risk Management Process 7
  8. 8. SARS Contact Centre Operations Strategic Journey Evolve & Shape the Contact Centre Enabling Strategy Creating a Connected SARS Vision Develop People Capabilities Evolve Systems & Technologies Develop Processes 8
  9. 9. SARS Contact Centre Operations SARS Service Philosophy Talent Management Operations Effectiveness Recruitment Capability Framework Induction & Training Ops Manager Development Current State Assessment Capability Management Taxpayer Intelligence Process, System & Value Chain Improvements Performance Monitoring Cycle Executive Development Management Development Experiential Learning Capability “Learner to Leader” Energising, Atmosphere Hygiene Factors Sharing Revitalising Programmes Continuous Improvement Reward & Recognition Employee Wellness Growth Centralised Communication Management Content & Information Management Capability Review Process Quality Assurance Review Process Appreciation Employee Engagement Quality & Knowledge Management BUSINESS PERFORMANCE ANALYTICS RESOURCE OPTIMISATION 360°OPERATIONAL REVIEW MANAGEMENT PROCESS Risk Management, Governance & Compliance Risk Management, Governance & Compliance SARS VALUES 9
  10. 10. SARS Contact Centre Operations Strategic Journey Evolve & Shape the Contact Centre Enabling Strategy Creating a Connected SARS Vision Develop People Capabilities Evolve Systems & Technologies Develop Processes Innovation 10
  11. 11. SARS Help-You-e-File SARS Contact Centre Operations SARS eFiling Mobile App SARS eFiling Mobile website Integrated Quality Monitoring Remote Virtual Outbound Multi Functional Devices (MFD) Mobile Queue Management (iPod) Solution 2012/3 Innovation Debt Mangement <50k The Blended CC Solution The SARS Modernisation Programme was SARS’s strategic response to positioning the organisation to effectively and cost-efficiently meet its mandate. Resource Optimisation / Scheduling Tool Proactive Repeat Call Escalation 2011 Telephony Infrastructure Generic E case for Debt Remote Virtual Agent (Outbound and Inbound) Advances in the SARS Modernisation Programme enabled the SARS Contact Centre to introduce a variety of innovative approaches to servicing customers. These innovations made it easier and more convenient for taxpayers to engage with SARS. Electronic signature pads 2010 Multi-tier Model Branch Queue Management System (BQMS) E-Filing: Real Time Processing Dynamic IVR with Customer Satisfaction Surveys 2009 Knowledge Base Tool for FAQ’s & Scripting Performance Dashboard E- Filing migration to CC 2008 Dynamic and customised CRM - Service Manager Four-tier, VOIP Four location” Contact Centre Solution 2007 Call Centres established in 3 regions. 2001 11
  12. 12. SARS Contact Centre Operations Strategic Journey Evolve & Shape the Contact Centre Enabling Strategy Creating a Connected SARS Vision Develop People Capabilities Evolve Systems & Technologies Develop Processes Innovation Results 12
  13. 13. SARS Contact Centre Operations SARS MODERNISATION - Results Income Tax Returns Income Tax Returns processed via e-filing Income Tax Returns processed via BFE Scanning of Income Tax Returns Average Processing Time (working days) 2007 2008 2012 35,000 0 0 45-55 days 1,000,000 500,000 1,000,000 20-30 days 1,314,000 1,052,000 250,000 10-20 days 2 735 720 2 064 022 57 530 0.711 days Improvements: Income Tax Returns received manually Returns processed electronically Returns processed via BFE Returns received via Efiling Returns assessed within 24 hours Contact Centre Debt Management < 50k Outbound Calls SMS Campaign - Total SMS's sent 2013 2006 2006 2012 100% <1% 0% <1% <1% <1% 99% 42% 57% 96% to date 1 808 865 1 714 391 4 502 0.043 days 2013 to date <1% 99.88% 48% 51% 99.91% 2013 2011 2012 1,028,642 2,764,029 494,070 93 695 612,057 2,380,000 to date 13
  14. 14. SARS Contact Centre Operations Strategic Journey Evolve & shape the Contact Centre Enabling Strategy Creating a Connected SARS Vision Develop People Capabilities Evolve Systems & Technologies Develop Processes Innovation Results Continuous Improvement 14
  15. 15. SARS Contact Centre Operations Continuous Improvement – Success Continuous Improvement Implementation SARS Contact Centre Excellence Sustainability Philosophy Optimisation Processes Culture Principles 15
  16. 16. SARS Contact Centre Operations Strategic Journey Summarised Evolve & shape the Contact Centre Enabling Strategy Creating a Connected SARS Vision Develop People Capabilities Evolve Systems & Technologies Develop Processes Innovation Results Continuous Improvement 16
  17. 17. SARS Contact Centre Operations I Thank You 17

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