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© 2009 Avaya Inc. All rights reserved. 1
Citizen Service - 311Teresa Richardson
Avaya Practice LeaderLocal Government/Public Safety
© 2009 Avaya Inc. All rights reserved. 2
Agenda
Industry Trends
Citizen Service Technology
– Contact Center
– Work Order Systems vs. CRM
– Analytics & Performance Reporting
Delivering extraordinary Citizen Service – Case Study
© 2009 Avaya Inc. All rights reserved. 3
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
© 2009 Avaya Inc. All rights reserved. 4
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
© 2009 Avaya Inc. All rights reserved. 5
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
© 2009 Avaya Inc. All rights reserved. 6
© 2009 Avaya Inc. All rights reserved. 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
© 2009 Avaya Inc. All rights reserved. 8
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
© 2009 Avaya Inc. All rights reserved. 9
Technology for Citizen Service
Contact Center
Work Order System
Analytics & Performance
Reporting
CRM
© 2009 Avaya Inc. All rights reserved. 10
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
© 2009 Avaya Inc. All rights reserved. 11
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
© 2009 Avaya Inc. All rights reserved. 13
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
© 2009 Avaya Inc. All rights reserved. 14
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
© 2009 Avaya Inc. All rights reserved. 15
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
© 2009 Avaya Inc. All rights reserved. 16
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
© 2009 Avaya Inc. All rights reserved. 17
Technology for Citizen Service
Work Order System VS. CRM
© 2009 Avaya Inc. All rights reserved. 18
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
© 2009 Avaya Inc. All rights reserved. 19
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
© 2009 Avaya Inc. All rights reserved. 20
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
© 2009 Avaya Inc. All rights reserved. 21
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
© 2009 Avaya Inc. All rights reserved. 22
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
© 2009 Avaya Inc. All rights reserved. 23
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
© 2009 Avaya Inc. All rights reserved. 24
Case Study
© 2009 Avaya Inc. All rights reserved. 25
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
© 2009 Avaya Inc. All rights reserved. 26
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”
© 2009 Avaya Inc. All rights reserved. 27
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
© 2009 Avaya Inc. All rights reserved. 28
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
© 2009 Avaya Inc. All rights reserved. 29
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”
© 2009 Avaya Inc. All rights reserved. 30
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
© 2009 Avaya Inc. All rights reserved. 31
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
© 2009 Avaya Inc. All rights reserved. 32
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
© 2009 Avaya Inc. All rights reserved. 33
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
© 2009 Avaya Inc. All rights reserved. 34
Miami-Dade County 3-1-1 Integrated CRM
Single workstation for call handinging
© 2009 Avaya Inc. All rights reserved. 35
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.
© 2009 Avaya Inc. All rights reserved. 36
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
© 2009 Avaya Inc. All rights reserved. 37
• 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
© 2009 Avaya Inc. All rights reserved. 38
• 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
© 2009 Avaya Inc. All rights reserved. 39
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)
© 2009 Avaya Inc. All rights reserved. 40
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
© 2009 Avaya Inc. All rights reserved. 41
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
© 2009 Avaya Inc. All rights reserved. 42
Questions?
Keeping Connected – Avaya Consultant Conference May 2009