[PPT] - Customer Service Improvement Plan February 2015 Item 16 - Client PowerPoint Presentation

SLIDE 1

Client Care Unit:

Customer Service Improvement Plan

February 2015

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1

SLIDE 2

Overview of Client Care Unit

2

Core accountabilities - 24/7

Manage service requests for TCHC residents and staff

– Answer the 416-981-5500 line (including market rent inquiries) – Call intake and triage – provide residents with EasyTrac work order number – Manage client care email box (help@torontohousing.ca)

Dispatch services to TCHC Site Staff and

Contractors

– Work order monitoring and tracking – Manage TCHC’s escalation process (fan-out) – Hub for TCHC’s Business Continuity Plan and Emergency Plan

Monitoring

– Fire alarm monitoring (secondary), key box monitoring and access – Elevator cab phone monitoring

Resident mail-out services (administrative

support function for Operating Units)

Customer Service Agent Team Director Supervisors Client Care Manager Maintenance Dispatch Dispatch Superintendents Maintenance Enquiry Clerks Shift Leads

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1

SLIDE 3

Annual Call Volumes (2015)

3

Inbound

400,104 calls from TCHC residents
18,876 calls from site staff
24,228 calls from other TCHC staff
52,360 calls from contractors

Outbound

130,746 includes: follow-up calls to work that has been dispatched,
utbound calls to dispatch work after hours, calls about market rent

units, calls about commercial units

Approximately 930,821 Client Care interactions

18,116 emails
56,588 voice messages
48,632 fire alarm calls
181,171 elevator cab calls

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1

SLIDE 4

Need for Improvement

4

Provide better service to our residents and restore

their confidence in TCHC, specifically the Client Care Unit, by:

improving our ability to respond to increasing call volumes.
improving our ability to respond to emergency calls after hours

(ie. floods, no heat/power, no elevator service)

having flexibility to deliver our services during high demand

periods (ie. proactive planning to increase staff and contractors during extreme cold alerts)

ensuring our staff are properly trained and have the appropriate

tools in place to effectively and efficiently respond to resident requests

providing the right work environment for our agents (ie. physical

space and number of seats) to meet demand during peak periods

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1

SLIDE 5

Overview of Client Care Unit

5

Historical Context

2013-2014:

Stable staff levels, with temporary staff hired

during heating season to manage peak volume

Leadership departures
Key metric was “agent handle time” which did not

align with fast response time 2015:

Highest attrition rate in 3 years as a result
f restructuring (loss of 12 agents)
New leadership
Transition to contact centre industry

standard metrics (Average Speed of Answer (ASA) and call abandonment)

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1

SLIDE 6

6 A strong service culture is the product of an empowered, inspired and knowledgeable team. Front-line staff are key to this as they are the face of TCHC to residents. In order to deliver on the promise of customer experience excellence, employees must exhibit the following:

Confidence.
Knowledge.
Ownership and accountability.
Humility and respectfulness.

To improve service delivery, the Client Care Unit’s strategy is focused on: People, Process and

Technology. Improving these areas will have an immediate impact on improving residents’

confidence in our brand.

People

Listen to feedback from

front-line staff.

Lead, support, develop.
Be proactive.
Be transparent.
Recognize

accomplishments.

Be the brand.
Communicate.

Process

Start, stop, continue.
Strive to make things

simple.

Eliminate roadblocks to

positive customer experience.

Technology

Ensure resident access is

easy.

Ensure tools for front-line

staff are current.

Leverage technology.
Use data to analyze and

anticipate trends.

Client Care Unit Customer Service Improvement Plan

Improve Service Delivery

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1

SLIDE 7

7  Fill new management roles  Promote Coordinator role to Supervisor role  Implement the maintenance dispatch function that will provide direct support to the Asset Management front-line team  Hold weekly huddles to communicate, share information, and provide education/training  Expand working hours of Supervisors to improve handling

f escalations and overall staff performance (Q2)

 Ensure all agents have regular performance reviews and coaching (Q2)  Begin monthly meetings with Local 79 and 416 to keep lines of communication open (Q2)  Provide training to Supervisors on performance coaching to agents (partner with L&OD) (Q3)  Introduce a recognition program and renew social committee (Q3)

Client Care Unit Customer Service Improvement Plan

Focus on People

People

Listen to feedback from

front-line staff.

Lead, support, develop.
Be proactive.
Be transparent.
Recognize

accomplishments.

Be the brand.
Communicate.

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1

SLIDE 8

8  Introduce Client Care performance metrics and establish a baseline for program success; focus on Average Speed of Answer (ASA) (90 seconds) and call abandonment (under 10%)  Expand the “Closing the Loop Program” to ensure work is completed and to track resident satisfaction  Launch the maintenance dispatch function that will simplify requests for skilled work  Provide an ”EasyTrac Guarantee” that ensures all residents receive a reference number for their interaction with Client Care (Q2)  Improve the fan-out alert process with clear actions and updates (Q2)  Participate in the elevator monitoring pilot (Q2)  Establish an enhanced escalation process for dispatching critical events (ie. no water, no heat/cooling and no elevators) (Q3)  Improve the process for demand accessibility requests (Q3)  Implement a quality monitoring program for agents (Q4)

Client Care Unit Customer Service Improvement Plan

Focus on Strategy

Process

Start, stop, continue.
Strive to make things

simple.

Eliminate roadblocks to

positive customer experience.

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1

SLIDE 9

Service Levels: KPIs

9

Average Speed of Answer (seconds) Call Abandonment Rate

Target: 90% of call answered within 90 seconds (Q4-2016) Target: Less than 10% call abandonment (Q4-2016)

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1

SLIDE 10

10  Create a page on In-house for Client Care as an information sharing tool and as a knowledge repository for processes and information  Pilot ‘Spark Messenger’, an instant messaging tool for immediate communication  Create agent performance scorecards which will capture data automatically  Provide agents with internet access to improve their ability to provide assistance and information to residents (Q2)  Implement workforce management, as there are currently no forecasting/scheduling tools in place (Q4)  Communicate performance results and individual agent statistics in real time by re-introducing large screen TV monitors (Q4)  Add an outbound dialer option to the telephone system to create a blended service environment for agents that will enhance productivity (Q4)  Implement an integrated housing management system with a CRM (customer relation management) tool (2017)

Technology

Ensure resident access is

easy.

Ensure tools for front-line

staff are current.

Leverage technology.
Use data to analyze and

anticipate trends.

Client Care Unit Customer Service Improvement Plan

Focus on Technology

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1

SLIDE 11

11

Staffing: plan to be implemented with current approved structure

and staffing complement

Operational: plan will improve customer service, engage employees,

and improve resident satisfaction

Financial: plan to be implemented within current budget, with the

exception of a workforce management tool (cost TBD) Expected outcomes for 2016:

90% of calls answered within 120 seconds (Q2)
Less than 10% call abandonment (Q4)
90% of calls answered within 90 seconds (Q4)

Client Care Unit Customer Service Improvement Plan

Implications and Outcomes

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1