Presentation on Impilo Shared Contact Centre strategic framework GEMS Session (2)

17 May 201517 May 2015Presented by:Presented by: Mr. Mr. Z. NtlubeZ. NtlubeShared Contact Centre Manager(SCCM)Shared Contact Centre Manager(SCCM)

KEY STRATEGIC OBJECTIVES FOR DEVELOPMENT OF IMPILO KEY STRATEGIC OBJECTIVES FOR DEVELOPMENT OF IMPILO (HEALTH) SHARED CONTACT CENTRE. (HEALTH) SHARED CONTACT CENTRE.

IMPILO CONTACT CENTRE STRATEGIC FRAMEWORKIMPILO CONTACT CENTRE STRATEGIC FRAMEWORK

Shared Contact Centre PrioritiesShared Contact Centre Priorities: Optimal use strategic Document – 5 year Term Strategy of SCC

SShared Contact Centre Services Delivery PlatformShared Contact Centre Services Delivery PlatformCatalogue, Operating Model, Service Management Framework

Outline of PresentationOutline of Presentation

Shared Contact Centre Services OverviewShared Contact Centre Services Overview,Introduction, Policy Rationale, Pillars, Value Proposition

Mandate of the Shared Contact CentreMandate of the Shared Contact CentreIntegration Platform, Shared Services Methodology

Shared Contact Centre Innovation & incubation Shared Contact Centre Innovation & incubation Skill transfer, Soc Development & Dept. of Education

SCC Vision and MissionSCC Vision and Mission

Vision: Contact CentreVision: Contact CentreA service excellence to customers of the A service excellence to customers of the Eastern Cape Department of Health.Eastern Cape Department of Health.

Mission: Contact CentreMission: Contact CentreTo service customers with the utmost respect, providing them with their required needs and not only meeting, but exceeding their expectations.

Vision: Department of HealthVision: Department of Health• A quality health service to the people of

Eastern Cape Province promoting a better life for all

Mission: Department of HealthMission: Department of Health• To provide and ensure accessible

comprehensive integrated services in the Eastern Cape, emphasizing the primary health care approach, optimally utilising all resources to enable all its present and future generations to enjoy health and quality of life

Founding PillarsFounding Pillars

BACKGROUND A province characterized by vastness, underdevelopment, below national average literacy levels and very highprevalence of diseases. A provincial DoH that is confronted by an overwhelming need to improve means to accessPublic Health Care services.PURPOSE Shared Contact Centre was brought into existence in order to optimize and revitalize Batho Pele Principles in so as tomaximum accessibility to qualitative health care services.AIM Shared Contact Centre installation is aimed at realization of ECDoH objectives pertaining to public consultation, qualityassurance, customer satisfaction, etc.OBJECTIVES To create a platform for all health service users to channel their enquiries/complaints, to accelerate complaintsResolution and information dissemination, to serve as a link between the DoH and the internal and external customer,and to create a climate that is intended to encourage transparency and work ethics.

–

NOTE: COMPL refers to Hospital Complexes, DH-PHC – refers to District & Regional Hospitals, CHC-PHC – refers to Community Health Centre’s or Community Hospitals, CLNB-PHC – refers to Clinic-based Primary Health Care, CB-PHC refers to Community/Household-based Primary Health Care.

HEALTH COMMUNICATION PROCESS AS HEALTH COMMUNICATION PROCESS AS CONCEPTUALISED IN CONTACT CENTRE STRATEGIC CONCEPTUALISED IN CONTACT CENTRE STRATEGIC IMPERATIVES – IMPERATIVES – CONTACT CENTRE PROFILECONTACT CENTRE PROFILE

Shared Contact Shared Contact Centre HotlineCentre Hotline

Ability toElectronically

RecordRequest and

RelatedTransactions

Channels Channels • PTSN• SMS• E-mail• Self service e- web• fax• face to face• post

Employee

Employee

Vend

orPu

blic

Strategic Imperatives ObjectivesInternal Challenges

Clinical Health Care

Corporate HR, wellness & etc.

IT, InfraStructure

AndMaintenance

How effective is my current technology?

How do I improve existing

operating cost efficiency?

What is our long-term

organizational strategy?

How do we execute a major

change with minimal negative

impact?

How do I align my organization?

How do we work across

different directorates?

What will it take to improve back

office operations?

How am I charged for

service?

Fraud, whistleblowers

Risk Management

InternalControl

Compliance

Business Continuity

Plans

Optimal Front/ Back

OfficeMix

CommonSystems

& Efficient Processes

AppropriateSite

Selection

Strong Customer

Relationships

ProperlyTrained

Resources

Flexible Infrastructure

Shared Contact Services Overview

External public pressures and internal challenges require the EC DoH to rethink its back office operating External public pressures and internal challenges require the EC DoH to rethink its back office operating modelmodel.

SalariesSCMU

Payment

Optimally Resourced Structure

BookingsProjects

Oversight

WHAT THIS REVISED BUSINESS MODEL THEN WHAT THIS REVISED BUSINESS MODEL THEN MEANS FOR SCCMEANS FOR SCC

• Service Delivery Platform Definition / Blueprint– The design is based on certain key drivers, examples of which might be:

The Revised Business Model for the SCC included …

Economies of Scale

Economies of Skill

Economies of Scope

Reduced cost and improved effectiveness through reduced fragmentation of tasks and improved work scheduling

Effectiveness enhanced and costs reduced through the development and application of specialized work designs and specialized skills

Reduced cost and increased effectiveness by delivering associated processes as a bundled service

Driver of Design Basis of Benefit

Provincial / Residual Structure – Guiding Principles

• The departmental design Model and Structure of Provincial Shared Call Centre must support and ensure:

– The Department of Health’s Provincial Contact Centre Shared Services Strategy

– The 24 hour Provincial Shared Contact Centre provision– The scheduling of staff in 24hours that meets demand and standard of Contact

Centre– The 24hour Contact Centre maintains effective frontline support to all business

units of the department of health that are shared in nature.– Focus on providing effective support functions to the facilities thereby enabling

them to focus on their core business, i.e. Clinical Care

– Clear integration between (and management of) processes, within and across functions

– Focus on flattening of reporting structure (paradigm shift) that will enhance effective resolution of queries within 72hrs by Central Contact Centre

– Focus on developing a culture of professionalism - “Corporate Image”

Shared Service Contact Centre – Guiding Principles

• The Organisation Design Model and Structure for the Shared Services Contact Centre must support and ensure:

– Provincial office exists for policy formulation and strategic management

– Specialised skills are utilised and shared optimally (Centre of Expertise)

– Service Level Agreements entrench effective service delivery and desired behaviours (results driven)

– Optimal staffing to ensure responsiveness to customer needs (determined by the client base to be supported by the CSC and benchmarking)

– Clear lines of communication across all functions

– Flexible and simplified structure with a limited hierarchy and minimal bureaucratic practices

– Increased efficiency and elimination of duplication

CONTACT CENTRE: PHASE 4CONTACT CENTRE: PHASE 4




CONTACT CENTRE: PILOT PHASE

Shared call centre implementationShared call centre implementation

Hardware – Telephone & Desk Software – Manual paper work Staff – QA Staff 8hrs Service

CONTACT CENTRE DEVELOPMENT OF ECDOHCONTACT CENTRE DEVELOPMENT OF ECDOH

Clinica

l hea

lth Q

uerie

s

Corpora

te HR Q

uerie

s

SCMU and I

nvoic

e

IT Rela

ted Q

uerie

s

HIV &AIDS/STI/

TB

Employe

e Welln

ess P

rogram

me

Gener

al Enq

uiries

Infras

tructu

re main

tenan

ce

Whistle

blow

erPolic

ies an

d Proc

edure

s

Fully fledge Call Centre set up

Partnership with Private service Provider

Hardware – CCM Mitel VOIP Software –CRM Mitel Staff – QA Staff 24hr Service

Hardware – Telephone & Desk Software – Manual paper work Staff – QA Staff 24hr Service

Department manages Department manages centre on its own with centre on its own with outsourced maintenance of outsourced maintenance of CC systemsCC systems

PHA

SES

OF

CC

PH

ASE

S O

F C

C

DEV

ELO

PMEN

TD

EVEL

OPM

ENT

CONTACT CENTRE: PHASE 0CONTACT CENTRE: PHASE 0 : PROVINCIAL HELP DESK

PROVINCIAL HELP DESK

CONCEPTUAL PHASE&TEST

CONCEPTUAL PHASE&TEST

OUTSOURCE PHASE

CO- MANAGEMENT PHASE

CO- MANAGEMENT PHASE

IN SOURCE PHASE

IN SOURCE PHASE

SHARED CALL CENTRE DEV.

SHARED CALL CENTRE DEV.

SHARED CONTACT C

ENTRE

SHARED CONTACT C

ENTRE

SERVICE C

ATALOGUE

SERVICE C

ATALOGUEONE STO

P SHOP FOR A

LL QUERIES

In 2004The document was approved and the toll free line was launched at Lusikisiki in July 2004 - That was once off marketing & Launch

In 2005The services were outsource and lot of benchmarks done in various call centre's both commercial and none commercials. The department came up with this today call centre solution, which best suits our needs in managing complaints

In 2006The result of the Feasibility Study confirms the option of Co sourcing the Call Centre with private service provider for purpose of transferring skill to ECDOH In 2006

A (Feasibility) project plan that ran concurrently with out source project was initiated and was completed in December 2005 and result out in 2006

In 2008The Call Centre realignment to become shared Call Centre for ECDOH. Call Centre Shared Services Implementation

In 2004 The Call Centre pilot project was operating in East London on a month to month contract & Toll free line was launched

STARTSTART

In 2007Preparation for an in source phase started – the departments readiness to manage Call Centre on its own. Policy and procedure on Call Centre operation develop

In 2003A Provincial help desk was established and was operating under QA

In 2003A concept document was developedFor Call Centre development

In 2007A Co source bid was awarded to private company and a set up of fully fledged call centre completed. The Call Centre realignment to render shared call centre services for department was approved in June 2007

In 2005An out source Call Centre Bid was awarded to Private Service Provider while the department was busy with Feasibility study project

In 2009/2010Call Centre shared service model functional and Satellite Centre's in three regions for 2010

In 2008Redefinition of Service Catalogue, working Methodology and Systems integration

PROUD CONTACT CENTRE DEVELOPMENT INPROUD CONTACT CENTRE DEVELOPMENT IN

Systems IntegrationSystems IntegrationShared CC &Shared CC &

In source PhaseIn source Phase

Co- ManagementCo- Management

out source out source phasephase

SHARED CONTACT CENTRE OPTIMAL USE SHARED CONTACT CENTRE OPTIMAL USE STRATEGY DOCUMENT – Summary of Action.STRATEGY DOCUMENT – Summary of Action.

SHARED CONTACT CENTRE OPTIMAL USE STRATEGY DOCUMENT – SHARED CONTACT CENTRE OPTIMAL USE STRATEGY DOCUMENT –

1.1. Finalizing Shared Contact Centre facility installations and IntegrationFinalizing Shared Contact Centre facility installations and Integration2.2. Addressing Information Systems Infrastructure functioningAddressing Information Systems Infrastructure functioning3.3. Optimal use of Information Systems Automated Data Management ToolsOptimal use of Information Systems Automated Data Management Tools4.4. Consolidation of Shared Contact Centre staffing planConsolidation of Shared Contact Centre staffing plan5.5. Internal Re-introduction of Shared Contact Centre Model to ECDoHInternal Re-introduction of Shared Contact Centre Model to ECDoH’’s internal s internal

stakeholdersstakeholders6.6. Optimal use of Shared Contact Centre in organizational planning, development and Optimal use of Shared Contact Centre in organizational planning, development and

systems improvementsystems improvement

Summary of Action.Summary of Action.

1. An optimal functioning Shared Contact Centre shall result into consolidation of the ECDoH’s customer relations handling capacity.- (Translate Think Tank to Do Tank.- (Translate Think Tank to Do Tank)

2. From the year of the introduction of this proposed strategic undertaking, within a period of 3 years the ECDoH’s public confidence rates shall increase by more than 50%.

3. From the year of the introduction of this proposed strategic undertaking, within a period of 3 years 20% of the ECDoH’s common crises points shall be resolved. Whereas 50% of such crises points shall be hammered within a period of 5 years.

4. At the current average rate, within the next 5 years annual average rate of successful legal actions against the ECDoH shall be reduced by at least 40%.

5. Within the first 2 years of the introduction of this proposed strategic undertaking, the ECDoH’s entire operations process flow shall be traced and tracked through a functional systematic data management processes that links up to the Shared Contact Centre’s Customer Relationship Management (hereafter CRM) facility.

6. By the end of the 2nd year of the introduction of this proposed strategic undertaking, all members of the ECDoH’s management team(s) shall be able to trace service output data in their desktops. This shall go a length in improving functional effectiveness and management efficiency within the ECDoH.

KEY TARGETS OF SCC THREE YEAR ROLLOUT KEY TARGETS OF SCC THREE YEAR ROLLOUT STRATEGY STRATEGY Summary of OutcomesSummary of Outcomes

EC Health Shared Contact CentreEC Health Shared Contact CentreConfigurations Configurations

Abandoned Calls Short and Abandoned Calls Short and LongLong

CONTACT CENTRE STAFFING MODEL (FLEXIBLE)

The diagram depicts the peak and valley cycles in a typical Contact Centre Operations. Staffing levels above the line is representative of an area where flexible staffing will ideally be utilized and below the line indicates the permanent staff component from the department. (Understand the meaning in conjunction with stats presented in the previous slides in order to better know the challenges experienced by Contact Centre Management in meeting the required needs of the health customers in the Province. The profile of the current call centre agents need to be looked seriously and rectified in order to provide excellence services to citizens).

END

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Presentation on Impilo Shared Contact Centre strategic framework GEMS Session (2)

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