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The How of Metrics What to Collect and How to Use it

Amy LatzerChief Operations Officer, 211 LA County

31st I&R Annual Training and Education ConferenceJune 3, 2009

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Introduction

Understanding performance metrics and methodology.

Understanding the drivers of world class service as well as obstacles.

The importance of setting goals and standards.

How to apply performance metrics to the growth and improvement of service delivered by your agency.

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Overview

Our goal today is to identify areas of measurement and how to use that data to help your organization grow.

Costs

WFM

Metrics

InquirersFunding

Goals

KPIsWorkloadStaffing

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Glossary of terms

Abandoned Call/Contact - A call or other type of contact that has been offered into a communications network or telephone system, but is terminated by the person originating the contact before any conversation happens.

After Call Work (ACW) - Work immediately following an inbound call or transaction. If work must be completed before agent can handle next contact, then ACW is factored into average handle time. Work may involve keying activity codes, updating database, filling out forms, or placing an outbound contact.

Agent - The person that handles calls in a contact center also referred to as a Specialist.

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Glossary of terms

AHT (Average Handle Time) - The amount of time an employee is occupied with an incoming contact. This is the sum of transaction time and wrap-up time.

Blockage - The inability to complete a connection between two points because of a busy condition in the pathway.

Key Performance Indicator (KPI) - The most critical measures of performance in any organization, typically productivity measures.

LDQ (Longest Delay In Queue) - The longest time a caller waited in queue prior to being handled.

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Glossary of terms Occupancy - Generally a percent of logged in time that

an agent spends in active contact handling. Schedule Adherence - The term used to describe how

well agents stick to their planned work schedules. May also be referred to as compliance.

Service Level - Speed of answer goals that are often expressed as the speed of answer to be attained or as some percentage of calls to be answered within some number of seconds (e.g., 80 percent of call answered within 30 seconds).

Workforce Management (WFM) - The art and science of having the right number of agents, at the right times, to answer an accurately forecasted volume of incoming calls at the service level standard set by the call center.

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What is a metric and what is it’s value?

A Metric is a measure of activity or performance that enables assessment of outcomes.

Metrics can help to answer key questions about operational effectiveness: Are long term goals and objectives being

achieved? What does success look like? How satisfied are callers with services? How important is the service to the

community? How effective are managers and specialists?

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What are the benefits?

Enhanced decision making-goals can be set for desired results, results can be measured, outcomes can be clearly articulated.

Improved internal accountability-more delegation and less “micro-management” when individuals are clear about responsibilities and expectations.

Goals and strategic objectives are meaningful-tracking progress enables the evaluation of planning efforts and can aid in determining whether a plan is effective or not.

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AIRS Data RequirementsReports and Measures

Service Requests Referrals Provided Service Gaps Demographic Data

Zip Code City Age Gender Language Target Population First Time/Repeat Caller

Follow up

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Step One – Determine KPIs

Identify the most important indicators of performance. They should at minimum identify the following areas. Long term goal measurement Quality of service delivered Efficiency of the organization Effectiveness of management and specialists

Performance indicators should be measured at the organization and individual (Specialists) levels at varying intervals.

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Sample Reports

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Step Two – Set Goals

Analyze historical results and trends to determine future objectives.

Goals should be based on a percent improvement over historical results and should be time driven.

The goal should identify gaps, improve processes, and increase overall performance.

Create a monthly, quarterly and/or annual action plan.

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Step Three – Action and Implementation Plan

Successful organizations use a detailed plan to ensure a systematic approach and process to gain measurable results.

Have SMART goals. (Specific, Measurable, Attainable, Results focused, Time focused)

Get buy in from management and all organizational areas affected by the action plan prior to finalizing it.

Establish roles and actions throughout the organization to help generate best practices.

Understand the history Historical analysis is key-know where you have been so

you know where you are heading. This will lead you to root causes for problems and help

guide you to solutions. DO IT! Start gathering the information and using it to

help grow your agency and improve service delivery.

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Sample: 211 LA County – Action Plan

Action Plan: Efficiency

Decrease ACW Decrease Time in Aux Increase Productivity

Quality Full implementation of quality program Increase coaching program Team Coach and CRA will create coaching plan and

determine area for improvement Service

Handle through efficiency and Quality measures 100% Contract Compliance

Program Managers streamline quarterly reports

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Balancing Act-Quantity and Quality

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Suggested Technical Tools

ACD Phone System reporting tool Database reporting system Excel Access Erlang-C Calculator Quality Monitoring System Work Force Management System Internal Portal

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Summary

Identify KPIs Develop Goals Create action plan and timelines

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Contact Information

Amy Latzer211 LA County

Chief Operations Officer626-299-2979

alatzer@211la.org

Real People. Real Answers. Real Help.

www.211LACounty.orgINFORMATION AND REFERRAL FEDERATION OF LOS ANGELES

COUNTYServing Los Angeles County since 1981