Presentation on Impilo Shared Contact Centre strategic framework GEMS Session (2)
- 1. 17 May 201517 May 2015 Presented by:Presented by: Mr.Mr. Z. NtlubeZ. Ntlube Shared Contact Centre Manager(SCCM)Shared Contact Centre Manager(SCCM) KEY STRATEGIC OBJECTIVES FOR DEVELOPMENT OF IMPILOKEY STRATEGIC OBJECTIVES FOR DEVELOPMENT OF IMPILO (HEALTH) SHARED CONTACT CENTRE.(HEALTH) SHARED CONTACT CENTRE. IMPILO CONTACT CENTRE STRATEGIC FRAMEWORKIMPILO CONTACT CENTRE STRATEGIC FRAMEWORK
- 2. 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 Platform Catalogue, 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 Centre Integration Platform, Shared Services Methodology Shared Contact Centre Innovation & incubationShared Contact Centre Innovation & incubation Skill transfer, Soc Development & Dept. of Education
- 3. SCC Vision and MissionSCC Vision and Mission Vision: Contact CentreVision: Contact Centre A service excellence to customers of theA service excellence to customers of the Eastern Cape Department of Health.Eastern Cape Department of Health. Mission: Contact CentreMission: Contact Centre To 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
- 4. Founding PillarsFounding Pillars BACKGROUND A province characterized by vastness, underdevelopment, below national average literacy levels and very high prevalence of diseases. A provincial DoH that is confronted by an overwhelming need to improve means to access Public Health Care services. PURPOSE Shared Contact Centre was brought into existence in order to optimize and revitalize Batho Pele Principles in so as to maximum accessibility to qualitative health care services. AIM Shared Contact Centre installation is aimed at realization of ECDoH objectives pertaining to public consultation, quality assurance, customer satisfaction, etc. OBJECTIVES To create a platform for all health service users to channel their enquiries/complaints, to accelerate complaints Resolution 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.
- 5. – 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 ASHEALTH COMMUNICATION PROCESS AS CONCEPTUALISED IN CONTACT CENTRE STRATEGICCONCEPTUALISED IN CONTACT CENTRE STRATEGIC IMPERATIVES –IMPERATIVES – CONTACT CENTRE PROFILECONTACT CENTRE PROFILE Shared ContactShared Contact Centre HotlineCentre Hotline Shared ContactShared Contact Centre HotlineCentre Hotline
- 6. Ability to Electronically Record Request and Related Transactions ChannelsChannels • PTSN • SMS • E-mail • Self service e- web • fax • face to face • post EmployeeEmployeeEmployeeEmployeeVendorVendorPublicPublic
- 7. Strategic Imperatives ObjectivesInternal Challenges Clinical Health Care CorporateHR, wellness& etc. IT, Infra Structure And Maintenance 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, whistle blowers Risk Management Internal Control Compliance Business Continuity Plans Optimal Front/ Back Office Mix Common Systems & Efficient Processes Appropriate Site Selection Strong Customer Relationships Properly Trained Resources Flexible Infrastructure Shared Contact Services Overview External public pressures and internal challenges require the EC DoH to rethink its back office operatingExternal public pressures and internal challenges require the EC DoH to rethink its back office operating modelmodel. Salaries SCMU Payment Optimally Resourced Structure Bookings Projects Oversight
- 8. WHAT THIS REVISED BUSINESS MODEL THENWHAT 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
- 9. 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”
- 10. 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
- 11. CONTACT CENTRE: PHASE 4CONTACT CENTRE: PHASE 4 CONTACT CENTRE: PHASE 3CONTACT CENTRE: PHASE 3 CONTACT CENTRE: PHASE 2CONTACT CENTRE: PHASE 2 CONTACT CENTRE: PHASE 1CONTACT CENTRE: PHASE 1 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 ClinicalhealthQueries CorporateHR Queries SCMU andInvoice ITRelated Queries HIV &AIDS/STI/TB EmployeeW ellnessProgramme G eneralEnquiries Infrastructure maintenance W histleblower PoliciesandProcedures 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 managesDepartment manages centre on its own withcentre on its own with outsourced maintenance ofoutsourced maintenance of CC systemsCC systems PHASESOFCCPHASESOFCC DEVELOPMENTDEVELOPMENT CONTACT CENTRE: PHASE 0CONTACT CENTRE: PHASE 0 : PR O VIN C IA L H ELP D ESK PR O VIN C IA L H ELP D ESK C O N C EPTU AL PH ASE& TEST C O N C EPTU AL PH ASE& TEST O U TSO U R C E PH ASE C O - M AN AG EM EN T PH ASE C O - M AN AG EM EN T PH ASE IN SO U R C E PH ASE IN SO U R C E PH ASE SH AR ED C ALL C EN TR E D EV. SH AR ED C ALL C EN TR E D EV. SHARED CO NTACT CENTRE SHARED CO NTACT CENTRE SERVICE CATALO G UE SERVICE CATALO G UE ONE STOP SHOP FOR ALLQUERIES
- 12. In 2004 The document was approved and the toll free line was launched at Lusikisiki in July 2004 - That was once off marketing & Launch In 2005 The 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 2006 The 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 2008 The 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 2007 Preparation 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 2003 A Provincial help desk was established and was operating under QA In 2003 A concept document was developed For Call Centre development In 2007 A 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 2005 An out source Call Centre Bid was awarded to Private Service Provider while the department was busy with Feasibility study project In 2009/2010 Call Centre shared service model functional and Satellite Centre's in three regions for 2010 In 2008 Redefinition of Service Catalogue, working Methodology and Systems integration PROUD CONTACT CENTRE DEVELOPMENT INPROUD CONTACT CENTRE DEVELOPMENT IN Systems IntegrationSystems Integration Shared CC &Shared CC & In source PhaseIn source Phase Co- ManagementCo- Management out sourceout source phasephase
- 13. SHARED CONTACT CENTRE OPTIMAL USESHARED 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 Integration 2.2. Addressing Information Systems Infrastructure functioningAddressing Information Systems Infrastructure functioning 3.3. Optimal use of Information Systems Automated Data Management ToolsOptimal use of Information Systems Automated Data Management Tools 4.4. Consolidation of Shared Contact Centre staffing planConsolidation of Shared Contact Centre staffing plan 5.5. Internal Re-introduction of Shared Contact Centre Model to ECDoHInternal Re-introduction of Shared Contact Centre Model to ECDoH’’s internals internal stakeholdersstakeholders 6.6. Optimal use of Shared Contact Centre in organizational planning, development andOptimal use of Shared Contact Centre in organizational planning, development and systems improvementsystems improvement Summary of Action.Summary of Action.
- 14. 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 ROLLOUTKEY TARGETS OF SCC THREE YEAR ROLLOUT STRATEGYSTRATEGY Summary of OutcomesSummary of Outcomes
- 15. EC Health Shared Contact CentreEC Health Shared Contact Centre ConfigurationsConfigurations
- 16. Abandoned Calls Short andAbandoned Calls Short and LongLong
- 17. 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).
- 18. END QUESTIONS Thank you for your attention!!
Editor's Notes
- #8: Significant cost savings are possible without ever touching the money that goes into the classroom.
- #10: Once the common processes are identified, and compared, they will generally , differ along 4 dimensions,The Systems used, Processes them selves (e.g. one unit may process travel and expense reports differently than another unit). There will also undoubtedly be multiple organizations conducting the same activities, such as HR organizations, and there will be multiple locations where these functions are carried out. The transition to Shared Services occurs by consolidating these dimensions towards, having one process, one system, done by one organization in one location for all the identified common support processes. Now, in reality it rarely if ever gets to that extreme, that the consolidation efforts will stop at some joint along the way. This an important thing to remember about shared services, that there is no final model to check against. The final result will vary from organization to organization. What is important is that the final results fits the existing needs of the organization, and is done in respect to what he organization is capable of achieving along the lines of change. In terms of achieving benefits of savings and efficiency gains,, it is more vital to advance towards consolidation along the process and systems dimensions. Largely because the existing technology, it is not as important to necessarily advance along the Location and organization consolidation dimensions. You could conceivable have multiple teams in multiple locations conducting the same support processes and be relative efficient, provided they are using the same basic process IT system. Example: Allied Signal had an SCC for each supplier payment in which each division used a separate system….it worked fine….thee were distinct things about there business that required this. Good example of that very few Shared Services Centers have one location or one organization LINK THIS TO THE SURVEY.