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Opti-Time in a Customer Service Centre Environment

2. Southwark's Community. Our Community. Applying the vision of real Transformation to a forward thinking, but very deprived borough. Making it work here demonstrates that it can be done anywhere across the UK.. 3. Facts and Figures. 35,000 repair calls per month7,500 R

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Opti-Time in a Customer Service Centre Environment

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    1. Opti-Time in a Customer Service Centre Environment In Motion 2008 22nd April 2008

    2. 2

    3. 3 Facts and Figures 35,000 repair calls per month 7,500 R&M appointments / month 2 repairs contractors include a DLO 55,000 Council properties including 40,000 tenants and 15,000 leaseholders Largest landlord in the South of England

    4. 4 Opti-Time in a Corporate booking Environment

    5. 5 Customer Services Centre (CSC) in Southwark Outsourced customer service centre run by Vangent on a 10 year partnering contract – currently 3 years into the programme Located in the Borough of Southwark at offices in London Bridge All calls into the Council come into the CSC - around 160,000 calls per month 35,000 of these are housing repair calls In addition to running the Call Centre the partnership delivers transformation, management and business process re-engineering projects.

    6. 6 What were people telling us? Issues around how we talk to people, write to people, speed of response, how we say things and saying sorry The repairs service needs to be improved (CSC, area offices and contractors) Also lifts, pests, heating … Bureaucracy not results Disconnect between performance data and reality Hard to get a clear answer It’s always someone else's fault Inward looking and slow to celebrate success

    7. 7 What we did (Feb 1st – May 11th 2007)

    8. 8 What we did cont’d... Looked at the best examples of existing OPTI-Time installations – mainly repairs Contractor orientated with an ‘add on’ call centre Took this concept a stage further by creating a joint Repairs Control Centre including the 3 Repairs Contractors – Southwark Building Services, Morrison, Erinaceous, Housing Client and Call Centre partners Vangent Detailed process mapping took place over a series of workshops with all parties

    9. 9 What we did cont’d... Repairs Oracle designed and agreed by all parties Final processes and procedures agreed with all parties

    10. 10 RCC Organisation Chart

    11. 11 The Approach Joint Project Team meetings held weekly Regular workshops held with Contractors and Housing staff to design the Repairs Control Centre (RCC) and its processes/ procedures Regular progress meetings with Contractors ‘To be’ business processes documented and agreed The Repairs Oracle produced and reviewed with operations SOD codes restructured and agreed

    12. 12 Interfaces developed between strategic systems Separate OPTI-Time systems set up for each of the 3 contractors Quality Assurance (QA), User Acceptance (UAT) and Operational Readiness Testing completed Contractors, Area Housing Offices and CSC trained

    13. 13

    14. 14 Customer Service Centre and RCC

    15. 15

    16. 16 Housing Repairs outcomes- Update 95% of appointments kept 85% of repairs completed on first visit 30% reduction in “Emergency Repairs” Significant efficiency savings for the Council Improved consistency of service and reporting Customer follow-up surveys are capturing the benefits Established an integrated partnership model for application to other services

    17. 17 What are people telling us now? Tenant was very happy with the work that was completed Tenant is very happy with the service, and is glad to get the text message reminders as they had forgotten about the appointment Customer stated that the repair and the response was excellent! Tenant was very happy with the works that were done. Stated the operative was very nice and worked very hard to complete the job.

    18. 18 What are people telling us now? contd.. “Call Centre is a very efficient, excellent service” The tenant was very pleased with the efficiency of booking Tenant was unhappy that she has still not received help from council with additional repairs needed

    19. 19 Savings Achieved Estimated reduction for carrying out less emergency work - Ł400k pa Estimated reduction through reduced variation administration - Ł100k pa Reduction in the number of CRM queries to the Area Housing Office – to be identified Estimated reduction in the number of pre inspections carried out - Ł40k pa

    20. 20 Repair priorities – pre & post RCC

    21. 21

    22. 22 Increased Use of Opti-Time

    23. 23

    24. 24 Plans for next 6 months Develop the Repairs Control Centre to fully include the Streetleaders service Evaluate the processes for repairs Emergency repairs included in Opti-Time Implement new business rules for the heating and hot water service Implement new processes to improve the out of hours service to residents Pilot a mobile working solution for housing staff and contractors, that can be rolled out across all services. 100% call backs to customers Review pest control processes

    25. 25 Any Questions

    26. 26 Srinandhan Srinivasan Daniel Rankine Market Development Manager RCC Manager Cottons Centre Cottons Centre Cottons Lane Cottons Lane London London SE1 2QG SE1 2QG United Kingdom United Kingdom Tel: 020 7939 3600 Tel: 020 7939 3679 Fax: 020 7939 3691 Fax: 020 7939 3526 Srinandhan.srinivasan@vangent.com daniel.rankine@southwark.gov.uk www.vangent.co.uk www.southwark.gov.uk

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