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Avaya Delivering Improved Citizen Service

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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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