EMT Shared Call Centre Strategy

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					  ECDOH SHARED CONTACT CENTRE STRATEGY IMPLEMENTATION

                            PRESENTATION: EMT
“TURNING THE TIDE OF SERVICE DELIVERY THROUGH SHARED CONTACT CENTRE
SERVICES”

MR. ZANDISILE NTLUBE - MANAGER: ECDOH SHARED CONTACT CENTRE
MOBILE: 0833 780 234

Date: 16 FEBRUARY 2009                              Toll free line: 0800 032364
 Presentation Outline
• Introduction
• Purpose of the presentation
• ECDoH Shared Contact Centre Strategic framework
   – Vision, Mission & Core Values
   – Business Case definition
• Shared Contact Centre Business Architecture
• Conclusion
 INTRODUCTION OF PRESENTATION

• The development of the Shared Contact Centre is an ongoing endeavor and
  that need to be understood by every role player and also subject to
  changes over time with controls so that as a department we don’t loose
  focus of the current needs of the department of health service delivery.
• The Shared Contact Centre, like any fine construction/ building, its
  continued existence is dependent upon its architecture and plan. The
  Shared Contact Centre blue print framework document key issues that
  need to be taken into consideration in the development of the
  architecture for the Eastern Department of Health Shared Contact Centre.
                                  Cont…
• The Shared Contact Centre blueprint framework is the fundamental
  architecture work product (deliverable) that captures the most
  important, pervasive, top-level, strategic inventions, decisions, and their
  associated rationales about the overall structure (i.e., essential elements
  and their relationships) and associated characteristics and behavior of
  an:
• Business Enterprise, Public Sector CC
• System i.e. Policies and procedures,
• Application i.e. CCM, Truelog & CRM,
• Application Framework i.e. ICT Policies e.g. BCP & DRP, IT Security &
  Governance etc.
                        What is “Shared Services”?
 The concept of Shared Services rests upon 3 pillars:
 1. Standardisation
 2. Consolidation
 3. Reengineering
In very basic terms:
         Shared services enables the Department to strip out the low value transaction
     processing common to (or shared by) disparate sites (divisions), and bring it
     together. Processes are standardised, the people and technology are consolidated,
     and the work is reengineered to bring it to a higher level of standard (improved
     efficiencies).
Mature Shared Services organisations have evolved to reflect:
• Higher value added services
• Outsourcing of commodity activities
• Services offered to external customers
                                                                         The SSC Business Model
                                                                                    Methods of Adding Value
                                                                       Standardization/                           Management Involvement
                                                                 Efficiency/Defined Service                         Knowledge Transfer
                                   Specific
                         Division/Location




                                                                Local delivery                                      Corporate Delivery

                                              •   On site support required                             •   Partner based relationship
                                              •   Unique local service                                 •   Policies and risk issues
Business Independence




                                              •   User access and interface                            •   Cross organizational design
                                              •   Communication and coordination                       •   Competitive environment
                                              •   Ability to accurately monitor and assess operating   •   Market/industry/category dynamics
                                                  performance                                          •   Regulatory issues
                                              •   Style and culture conflicts




                                                             Shared Services                                         Shared Services
                                                          - Transactional (SSC)                                  - Centers of Excellence
                                              •   High volume, routine transactions                    •   Economies of Skill - Knowledge intensive
                                              •   Ease of standardisation                              •   Leveraged scarce resources - Concentration of
                                              •   Economics of scale                                       specialised knowledge applicable to all
                        Company-wide




                                              •   Potential cost savings                               •   Improve Operating focus (markets, customers,
                                              •   Asset utilisation / consolidation                        consumers, etc.)
                                              •   IT leveraged, company-wide information               •   Internal functional skill levels – Subject matter
                        Generic/




                                                                                                           experts
                                                                                                       •   “One time” expertise development
                    CONTACT CENTRE DEVELOPMENT IN
                                                                                  In 2008                                   In 2009
                                                                                                                            Call Centre shared service model
                                                                                  The Call Centre realignment to
                                                                                                                            functional and Satellite Centres in
                                                                                  become shared Call Centre for
                                                                                                                            three regions for 2010
                                                                                  ECDOH. Call Centre Shared
                                                                                  Services Implementation
                                                     In 2007
                                                      A Co source bid was awarded to
                                                      private company and a set up of fully                                           In 2008
                                                      fledged call centre completed. The Call                                         Redefinition of Service
                                                      Centre realignment to render shared                                             Catalogue, working
                                                      call centre services for department                                             Methodology and
                                 In 2006              was approved in June 2007                                                       Systems integration
                                 The result of the Feasibility                           Systems Integration        In 2007
                                 Study confirms the option of Co                                                    Preparation for an in source
                                                                                              Shared cc             phase started – the departments
                                 sourcing the Call Centre with
                                 private service provider for                                                       readiness to manage Call Centre
                                 purpose of transferring skill to                                                   on its own. Policy and procedure
                                 ECDOH                                                                              on Call Centre operation develop
              In 2005                                                                             In 2006
              An out source Call Centre Bid
                                                                                                  A (Feasibility) project plan that ran
              was awarded to Private
                                                                                                  concurrently with out source project
              Service Provider while the
                                                                                                  was initiated and was completed in
              department was busy with
                                                                                                  December 2005 and result out in
              Feasibility study project
                                                                                                  2006
      In 2004                                                          In 2005
      The Call Centre pilot project                                    The services were outsource and lot of
      was operating in East London                                     benchmarks done in various call centre's both
      on a month to month contract                                     commercial and none commercials. The
      & Toll free line was launched                                    department came up with this today call
                                                                       centre solution, which best suits our needs in
In 2003                                                                managing complaints
A Provincial help desk                  In 2004
was established and
                                        The document was approved and the toll
was operating under QA
                                        free line was launched at Lusikisiki in July
                                        2004 - That was once off marketing &
                                        Launch
       START      In 2003
                  A concept document was developed
                  For Call Centre development
      ECDOH SHARED CONTACT CENTRE

VISION
• A service excellence to customers of the Eastern Cape Department
  of Health.
MISSION
• To service customers with the utmost respect, providing them with
  their required needs and not only meeting, but exceeding their
  expectations.
 SHARED CONTACT CENTRE BUSINESS CASE DEFINITION
• ECDoH Shared Contact Centre is a centralised business unit that undertakes
  internal and external business functions (front line) of ECDoH divisions,
  rather than having those functions conducted separately.
• The conceptual model on Shared Contact Centre is devised in a manner
  that:
    –   limits duplication of effort in management of customer complaints and queries
    –   promotes standardisation of processes
    –   promotes economies of scale, skill and scope
    –   enhances the customer inner feeling of being valued
    –   results in an effective, efficient and customer focused system with a satisfied
        customer as the end result.
ECDOH SHARED CONTACT CENTRE ARCHITECTURE
             SHARED CONTACT CENTRE SERVICES PROPOSAL – STRUCTURE AND RELATIONSHIP



   The Proposed Shared Contact Centre Conceptual
                      Model


                                       OFFICE OF COO                                DDG: FINANCE                         DDG: SOP
DDG; CLINICAL




                                         Transversal Central
   All Business Units                                      Health Facility                  All Business Unit
   of Provincial Office                  Shared Call Centre
                                                                                           of Provincial Office
                                       Services ,CRM & walk in
                                               Service



                                          3 x Regional shared
                                          3 x Regional shared
Units of Regional                         call centre services                               Units of         Regional
          Offices                         and walk - INS
                                                     ins                                                offices




                                                                    District walk
                      District walk           District
                      -in centres                                   -in centres
                                          Contact centres


     Reporting line
                                                                     Health
                            Health             Help
     Service line
                                                                     Facility
                            Facility            Desk
     Delivery Line
                               Conclusion
Using the Contact Centre for service delivery in a dynamic and fast
   changing world means:
                     Learning from one another

This is the best way of achieving our goals for effective, people-centered
   and ethical governance.


       We need to learn through effective partnerships,
              information sharing and dialogue

				
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