Avaya Delivering Improved Citizen Service

© 2009 Avaya Inc. All rights reserved. 1

Citizen Service - 311Teresa Richardson

Avaya Practice LeaderLocal Government/Public Safety


Agenda

Industry Trends

Citizen Service Technology

– Contact Center

– Work Order Systems vs. CRM

– Analytics & Performance Reporting

Delivering extraordinary Citizen Service – Case Study


Why Embrace Citizen Service Initiatives?

Work OrderIs the problem solved?

Can citizen satisfaction be measured?

What work order?

Which department?

Phone number?

Who to call?

Resolution

Status?ServiceRequest

Agency

DepartmentsExecutive

Office

Citizen

Call

General

Services

Remote

Agency


Challenges in Citizen Service

Improving citizen service while containing costs

Measuring performance & citizen satisfaction

Automating & streamlining revenue collections

Meeting service level objectives across agencies

Improving efficiency & productivity

Integrated Technology – CRM & Databases

Multi-jurisdictional support

Politics: Agency to Agency


The Evolution of Government Communications are Presenting Multiple Challenges

Legacy PBX & VMCentrex ServicesSilo Architecture

Bu

sin

ess

Val

ue

Increasing Complexity, Scope, Criticality

TDM / IPT Hybrid Networks

All IP Telephony

Functionality / Deployment Timeline

ConsolidationAdvanced Citizen Service

Mobility Disaster Recovery

Traditional Communications

Migration to IPCitizen Service Initiatives

Web Portals & Self-Service Declining budgets

Copliance:Green;ADA,E911Revenue Collection

Adaptive Technology

● Reliable

● Manageable

● Secure

● Scalable

IncreasedProductivity

SuperiorExperience

EnhancedBusiness Processes

TDM / IPT / CCHybrid Networks

IP Telephony/SIPCost Reductions

Increased Complexity

Multi-ChannelMulti-Vendor

Intelligent Communications

Business processes re-engineering

Social Networks



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


The Next Level

Ultimate Goal

Today

ConnectedGovernmentTransforming the Citizen Experience

Virtualization of agencies

Removing citizen call receipt from agencies

Agencies focus on core work responsibilities

Virtualization of resources: branch, home agents, call centers

Application/Data sharing

Increase efficiency & improve citizen perceptions

Optimizing CitizenInsight and Access

Consistency of data across all channels

System integration between agencies

Process transparency and integration

Leveraging existing enterprise applications

Proactive outreach to citizens Efficient revenue collection Extending services

– SMS, IM, video– Social Networks

Optimizing Total Citizen Experience

Optimizing CitizenInteractions

Loosely connected agencies

Efficient but segregated interaction management

Operations focused management

Limited self service Limited outbound

outreach to citizens


Technology for Citizen Service

Contact Center

Work Order System

Analytics & Performance

Reporting

CRM


Improving Citizen Service

Enhance citizen experience– Consistent access to government

• Multi-channel/Multi-device• Citizen choice

– Speech and web self service– Increase productivity of agencies – Increased first-call resolution– Real-time access to knowledge– Closed-loop communication– Proactive citizen outreach

Reduce costs– Consolidation of resources increases

productivity & efficiencies– Leverage experts across all agencies– Shift from agent to self-service options– Application sharing across agencies

Citizen Benefits

Waiting for you atthe airport…

Only $40.00/day!

ACDCRM

WEBEMAIL

VoicePortal


Contact Centers for Citizen Service

Voice and Self-Service– Intelligent call routing

– Touch-tone & speech access to services

Email– Optimize agent time

– Internal notification & service requests

– Status & updates to citizens

Web Solutions– Chat and collaborate with

click to call applications

– Manage call back requests

– Off-load redundant & informational requests

• FAQ’s

• Holiday schedules

© 2009 Avaya Inc. All rights reserved. 12Contact Center Futures© Copyright 2008. Yankee Group Research, Inc. All rights reserved. Page 6January 24, 2008

Source: Yankee Group

Economics Is Driving Channel Shifts

Delayed

12.00

11.00

10.00

9.00

8.00

7.00

6.00

5.00

4.00

3.00

2.00

1.00

0.00

Average Cost

VariabilityIn Dollars

Web

Real Time

5.50

7.00

5.00

0.450.24

PhoneText ChatE-MailIVR

40.00

Real Time

Self-Service Assisted Service

The Varying Costs of Doing Business


Multi-Channel: Servicing Through Spikes

2

Reserve/Backup Agents

Agency/Department Resources

1311 Agent

Citizen Service Request System

Real-Time Actions

– Leverage backup/reserve agents

– Give Citizens options

3

Avaya Call Center

Solution with

Intelligent IVR

Avaya Call Center

Solution with

Intelligent IVR

Citizens’ Choice

EWTEWT ChoiceChoice

QueueQueue Self ServeSelf Serve RequestCall BackRequestCall Back

4


Multi-Channel Enables Expert Resources

Subject-matter Experts2

Tax Department

Animal Control

Public Works

Citizen A

Citizen B

Citizen C

1311 Agent

Search Knowledge

Base

Citizen Service Request System

First call resolution

Easy access to agency expert resources

– Voice

– Instant Messaging


Delivering a Consistent Citizen Experience

Seamless user experience across all channels

Voice/Web / IVR applications complimentary

Data Applications

Web Self Service Voice Self Service Live Agents


Contact Center Considerations

Defining Multi-Channel Citizen Contact

– Voice, Email, Fax, Web, Chat, Text, IM

What Channels Should be Implemented?

– Consider demographics of community

– Citizen feedback and priorities of elected officials

– Evaluation of existing & future technology

Managing Multi-Channel Contacts

– Balancing service levels & agent skills

– Opportunity to offload calls to less costly channels

– Consistency of information across all channels

– Citizen Feedback


Technology for Citizen Service

Work Order System VS. CRM


Work Order Systems Assigns work

Tracks completion

Organize projects – many work orders

Limited access outside of departments

Single Measurement – work item only

Duplicate work items

May meet very specialized department needs

– Public Utilities or Animal Control

Assign – Track - Close


Citizen Experience, Center Effectiveness & Process Improvement

Citizen Relationship Management (CRM)

Provides accountability

– Citizens: tracking requests

– Managers: tracking effectiveness & efficiency

Timely & accurate information across enterprise

Provides data & information

– Knowledge database: facts gathered over time

– Information: event specific facts & statistics


CRM Provides Center Intelligence

Contacts

– Volume, trends & topics

Service Requests

– Timeframe & trends

– First contact resolution rates

– Disposition: open, closed, pending

– Automatic escalation

– Fulfillment vs. costs

Continual process improvements


Work Order, CRM or Both?

Define center objective

– Consolidated center striving for single call resolution

Evaluate workforce requirements & capabilities

– Opportunities for process & efficiency improvements

– In-building vs. remote/teleworking staff

Evaluate existing systems

– Can CRM integrate to work order systems?

– Cost of maintaining legacy work order systems vs investment in CRM

– Department by department analysis

5 Year Plan

– Declining budgets & workforce


Mobile Phone Calls

Calls from home or work

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

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


Center Performance Reporting

Contact Statistics – Contact Center Data– Volume of Calls– Agent productivity– Service Level by agency/dept + overall center

Service Request Statistics – CRM Data– Volume of Service Requests– Open vs. Closed – Service Level details

Agency Statistics– Provide statistics at agency/department level– Comprehensive reporting: Contact Center + Service Request Data

Trending & Process Improvement Recommendations. Benchmark Results

– Baseline * 30 days * 90 days * 6 months * 1 year


Case Study


Newark 4311 – Non-emergency Call Center

• Opened September 2008

• Operates Mon. – Fri., 7am – 9pm

• One-stop shop for all municipal citizen requests and inquiries

• Clearinghouse for departmental responsibilities and data tracking


Newark 4311: Initial Problems

Before Newark 4311

• Public image problems regarding customer service

• Multiple unmonitored entry point for citizens

• No assurance of uniform citizen contact

• No ability to track work flow, quality, or completeness

• Excessive job redundancies across and within departments

• Expense of maintaining aging technology

• Inefficiencies of “business as usual”


Newark 4311: Purpose and Vision

Purpose

•Perform as a one stop shop for constituent interactions with the City

•Allow for accurate tracking of requests and complaints

•Develop trend evaluation and problem forecasting

•Perform as a front line for information for the public in a crisis management situation

Vision

•Enhance the public’s opinion of customer service related interactions with the City

•Continue the process of tracking and measuring departmental performance and progress

•Create a tangible line of accountability and a reliable storage and retrieval mechanism


Newark 4311: Implementation

Technology Investments

• Move the city away from Centrex based phone systems

• Utilize new telecommunication technologies to leave room for future expansion

• Integrate telecommunication and work flow technology for streamlined quantitative analysis

CRM Investments

• Overhaul work order reception and dispatching methods

• Develop a system to track work order requests from start to finish and account for quality

• Ensure data storage and archiving needs


Newark 4311: Implementation

Departmental Preparation

• Identify and consolidate citizen points of entry

• Development of new departmental policy and

procedures

• Communicate the goals, purpose, and operations of the

call center internally and externally

• Work out bugs through a “Soft Launch Phase”


Newark 4311: Current Results Cost Reduction & Efficiency

– Ability to eliminate redundant positions & elimination of excess Centrex numbers

– Ability to track budget requests against citizen requests and work flow data

Departmental Efficiency & Accountability

– Accurate dispatch and tracking of citizen requests

– Establish and hold firm to base line service levels

– Develop independent report and review of departmental activities and personnel

Citizen Request Tracking & Forecasting

– Accurate tallying of requests and departmental deployment needs

– Request tracking geographically and cyclically

– Ability to be proactive with services and dissemination


Newark 4311: Future Goals

Goals for 2009 and Beyond Include:

• Implementation of special programs through the call

center

• Expand the call center to incorporate outside agencies

• Develop regional cooperation with other government

entities

• Expand input methods for citizens and field employees


Miami-Dade County, Florida

Residents: 2,363,600 (2004 estimate)

– 36+ Municipalities Visitors: 11.3 million (2005)

Businesses: 113,902

Employees: 30,000

Government:

– Mayor elected countywide

– 13 County Commissioners elected from single-member districts

About us


Case StudyMiami Dade 311

Challenge

– Build an all encompassing call center that citizens can call into for any issue

– Crisis expansion & continued growth

Solution

– Leverage AVAYA IP Telephony infrastructure• Gateway off of the Miami-Dade Fire Rescue S8700

• Backup/Overflow at Emergency Operations Center

Benefits

– Reduced Queue Time from 1.44 minutes to 35 seconds

– Ability to quickly handle call volume spikes• During hurricanes 311 call volume triples

– Leverage Avaya IP Telephony for dynamic backup & overflow

– Avaya IP Telephony Platform grows with 311• Call volume has increased from 800K to 1.9M annually

• Expansion to second site


Miami-Dade County 3-1-1 Integrated CRM

Single workstation for call handinging


Office of Unified Communications

New Office of Unified Communications (OUC) agency is established in October 2004 with direct report to the Mayor.

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.

400 civilian employees.

2006 138,00 sq ft state-of-the-art Unified Communication Center (UCC) opens and is located on 11.8 acres.


Washington DC – Unified Communications Center

Put into Service on Sept 22, 2006 with 9-1-1 & 3-1-1 Consolidates emergency 911,non-emergency 311 and Mayor’s

Call Center (727-1000) call activities from MPD, and Citizen Service Operations

2006 138,00 sq ft state-of-the-art Unified Communication Center (UCC) opens and is located on 11.8 acres

Deployment at UCC– 101 Primary / 35 Backup Agent Positions

Over 6 million calls taken since in service– 20% for 9-1-1– 20% for 3-1-1– 60% for City Wide Call Center

Washington DC: Unified Communications Center September 2003:

– 65% of 911 calls answered in 5 seconds or less – Current:

– 96% of 911 calls answered in 5 seconds or less (Avaya) Provides both centralized and independent provisioning of

emergency and non-emergency communications, radio technology management, and customer service


• Receives and dispatches calls for police, fire and emergency medical services.

• All 911 call takers and dispatchers are civilian employees and report to the director of the OUC.

• Introduced the Universal Call Taker (UCT) who are trained to handle all emergency type calls without transferring.

• 2008 received 1.3 million calls.

• 96% of call volume were answered between 0-5 seconds, with average speed of answer of one second.

911 Overview


• January of 2008 launched new 24/7 311 Mayor’s Call Center.

• 2008 received 2.3 million calls. 85% of calls were answered in 30 seconds. Generate 300,000 service requests.

• 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.

• Increases government accessibility and eliminates the “footwork” for the citizen.

• Acts as main contact during inclement weather, seasonal events, and other emergencies. Recent events include presidential election and upcoming presidential inauguration.

311 Overview


Call Statistics Before and After

911, 311 Operations:

Prior to the consolidation – FY03: 911 received 1 million calls in which 60% were answered with 10

seconds,

– FY03: 188,000 911 calls were not answered with 18% ABA (Average Abandoned Rate)

After consolidation– 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.

– FY08: 25,000 911 call were not answered with only a 2% ABA (Average Abandoned Rate)

(data FY08)


Providing Superior Citizen Service

How do you redesign work for optimal performance & superior citizen service

and maximize efficiency in an economic downturn?

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


Many aspects of Citizen Service

Technology Is an Enabler, Not the Solution Every Local Government Has Different Requirements

– Not one-size fits all– Not an all or nothing endeavor

Planning & Evaluation Are the Critical First Steps– Understand current environment and value of tools– Define goals, objectives & timelines– Benchmark & reporting

Success Strategies– Executive sponsorship– Integrate into existing technologies when possible– Full integration best, but not required to start– Training is key and opportunity


Questions?

Keeping Connected – Avaya Consultant Conference May 2009

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Avaya Delivering Improved Citizen Service

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