How "1823 Citizen's Easy Link" Has Improved the Enquiry Service to Citizens of Hong Kong

How "1823 Citizen's Easy Link" Has Improved the Enquiry Service to Citizens of Hong KongHK Tang, Chief Executive OfficerEfficiency Unit, HKSAR Government

BackgroundOperation of Call CentrePerformance MeasurementKey StrategyCustomerPeopleProcessTechnologyOutline

Too Many Numbers Too Difficult to FindHKSAR Government has over 1 200 published numbersfor enquiry and complaints

Too Difficult to Get ThroughAlways busy, not answered, or answered by machineOver 40% call abandon rate

Inconsistent Service LevelsResponse TimesInformation QualityFirst Call Resolution

IVRS Solution or Problem ?Over 60% callers choose to talk to an operator

Solution : An Integrated Call Centre

VisionThe most caring and convenient government call center to provide quality services.

Participating Departments

Ad-hoc ProjectsContinuing Education Fund by Student Finance Assistance AgencyEnvironmental Hygiene and cleanliness hotline for Team CleanTax Return hotline for Inland Revenue DepartmentSARS Enquiry Hotline for Department of HealthSARS Home Confinement Hotline for Home Affair DepartmentVarious promotion programme by Tourism Commission, e.g. Symphony of Lights, CLP Lighting Up Hong Kong, Hong Kong Mega Sale, etc MTR Tseung Kwai O Extension Hotline and Westrail Hotline by Transport DepartmentHong Kong Infrastructure Experience by Planning Department

Established in July 01Monthly calls around 120K and 40K emails7 days X 24-hoursEasy to remember 4-digit number 1823Multi-access channelsMulti-lingualQueue position / voice mailTrained agents 140Well-equipped positions 91

InternetEMAILOverview

Mode of OperationSlopeLocationEtc. etc.Opencontactsfile & Log detailsConsult KnowledgeBaseDeptsEnquiryhandledSLOPESlopejkjkjjkwjekLocatiojksknEtc. etc.yKjkjjkjekkrkejrekflkfldkfkksldkksldJkjuwiiuiuiu iuikkdk

Performance Measurement

NatureItemsTargetServiceCall AnsweredMore than 90% of call receivedAbandoned RateLess than 10%Telephone Service FactorMore than 80% of calls answered within 12 secQualityFirst Time ResolutionMore than 90%External Customer SatisfactionMore than 3.8 (out of 5-point scale)ProductivityAverage Call Handling TimeLess than 340 secondsOccupancyMore than 70%

Call Received vs Call Answered

Chart1

8823083806

9413291749

9796095171

9925697683

111753108524

109742107216

107595105880

9266090898

9434392248

8841986019

9604693720

126110122771

No. of call received

No. of call answered

Month

Call Volume

Sheet1

Apr-03May-03Jun-03Jul-03Aug-03Sep-03Oct-03Nov-03Dec-03Jan-04Feb-04Mar-04

No. of call received88,23094,13297,96099,256111,753109,742107,59592,66094,34388,41996,046126,110

No. of call answered83,80691,74995,17197,683108,524107,216105,88090,89892,24886,01993,720122,771

Sheet1

00

00

00

00

00

00

00

00

00

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Month

Call Volume

Sheet2

Sheet3

Email from Citizen

Chart2

377123771210804

377423774212046

377733777311589

378033780311839

378343783421794

378653786516894

37895378955850

37926379266274

37956379566027

37987379875838

38018380187144

38047380478857



No. of Email handled (from citizen)

Month

Email

Sheet1




No. of Email handled (from citizen)10,80412,04611,58911,83921,79416,8945,8506,2746,0275,8387,1448,857

Sheet1



No. of Email handled (from citizen)

Month

Email

Sheet2

Sheet3

Target > 80% Call Answered within 12 Seconds

Chart3

37712377120.6932

37742377420.8175

37773377730.8093

37803378030.87

37834378340.8

37865378650.8156

37895378950.8465

37926379260.84

37956379560.832

37987379870.826

38018380180.83

38047380470.792



TSF (80% answered within 12 s)

Month

TSF

Sheet1




TSF (80% answered within 12 s)69%82%80.9%87.0%80.0%81.6%84.7%84.0%83.2%82.6%83.0%79.2%

Sheet1

37712377120.6932

37742377420.8175

37773377730.8093

37803378030.87

37834378340.8

37865378650.8156

37895378950.8465

37926379260.84

37956379560.832

37987379870.826

38018380180.83

38047380470.792



TSF (80% answered within 12 s)

Month

TSF

Sheet2

Sheet3

Average Speed to Answer

Chart4

377123771217

37742377429

37773377739

37803378037

378343783412

37865378659

37895378957

37926379267

379563795611

379873798712

380183801811

380473804713



Average Time to Answer (in seconds)

Month

Seconds

Sheet1




Average Time to Answer (in seconds)179971297711121113

Sheet1



Average Time to Answer (in seconds)

Month

Seconds

Sheet2

Sheet3

Target < 10%Abandon Rate

Chart5

37712377120.041

37742377420.0204

37773377730.0232

37803378030.0128

37834378340.02

37865378650.0202

37895378950.0141

37926379260.0138139434

37956379560.0134933169

37987379870.0162634728

38018380180.0144201737

38047380470.0169058758



Abandoned Rate (Target - 10%)

Month

Percentage

Sheet1




Abandoned Rate (Target - 10%)4.10%2.04%2.32%1.28%2.00%2.02%1.41%1.38%1.35%1.63%1.44%1.69%

Sheet1

37712377120.041

37742377420.0204

37773377730.0232

37803378030.0128

37834378340.02

37865378650.0202

37895378950.0141

37926379260.0138139434

37956379560.0134933169

37987379870.0162634728

38018380180.0144201737

38047380470.0169058758



Abandoned Rate (Target - 10%)

Month

%

Sheet2

Sheet3

Target > 90% First Time Resolving Rate

Chart8

37712377120.9

37742377420.9

37773377730.89

37803378030.91

37834378340.92

37865378650.92

37895378950.9

37926379260.9

37956379560.91

37987379870.91

38018380180.89

38047380470.89



- 1st Time Resolution

month

percentage

Sheet1




- 1st Time Resolution90%90%89%91%92%92%90%90%91%91%89%89%

Sheet1

000

000

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000

000

000

000

000



- 1st Time Resolution

month

percentage

Sheet2

Sheet3

Target > 3.8(5 point scale)Customer Satisfaction

Chart10

37803378033.58

37834378343.6

37865378653.88

37895378953.9

37926379263.83

37956379563.86

37987379873.98

38018380184.16

38047380474.17



ACHT

Month

Points

Sheet1

Jul-03Aug-03Sep-03Oct-03Nov-03Dec-03Jan-04Feb-04Mar-04

No. of call received82,35369,72482,75688,23094,13297,96099,256111,753109,742

No. of call answered78,92767,99481,22883,80691,74995,17197,683108,524107,216

ACHT3.583.63.883.93.833.863.984.164.17

Sheet1

000

000

000

000

000

000

000

000

000



ACHT

Month

Seconds

Sheet2

Sheet3

Complaint vs Comnpliment

Chart9

377123771256

377423774257

3777337773410

378033780357

3783437834617

378653786535

3789537895319

3792637926510

3795637956110

3798737987614

3801838018813

3804738047410



Complaints

Compliments

month

cases

Sheet1




Complaints554563351684

Compliments67107175191010141310

Sheet1



Complaints

Compliments

month

cases

Sheet2

Sheet3

Target < 340 SecondsAverage Call Handling Time

Chart10

3771237712301

3774237742312

3777337773306

3780337803284

3783437834268

3786537865289

3789537895278

3792637926280

3795637956251

3798737987257

3801838018272

3804738047262



ACHT

Month

Seconds

Sheet1




ACHT301312306284268289278280251257272262

Sheet1

000

000

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000

000

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ACHT

Month

Seconds

Sheet2

Sheet3

Strategy

Process

Technology

People

Customer Key Strategy

On-going Customer Satisfaction Survey Monitor customer satisfaction towards the service and individual staff Continuous customer satisfaction survey to all callers through an automated IVR systemInternal Call MonitoringSupervisors will monitor at least 100 calls/emails per monthVoice and screen monitoring with well-structured guidelinesCalibration by QA Officer to align assessment standardIntensive coaching to drive on-going improvement Complaint & Compliment analysisMonitor trend Understand nature for improvement

Customer - External

Customers - InternalFlexible charging scheme to departmentsSavings achieved by departments by transferring enquiry service to 1823 CELAn agreed sum based on call volumeFee per callAgreed number of call agentsPrinciple : break-even not profit making

Customers - InternalPartnership with DepartmentsRegular departmental Liaison Meeting and ad-hoc meeting to discuss department-specific issues Dedicated Liaison Officer from ICC to work closely with department to ensure smooth daily operation, timely update of information in Knowledge Base and response to requests from departmentsDedicated Business Process Re-engineering Team to review and streamline the process, procedures and knowledge base

Service Level Agreement with DepartmentsRoles and responsibilities of ICC and DepartmentService standardsInternal escalation to ensure timely action and response to enquiries/complaints

Jenny LAI Call Center Mgr (Ops) H K TANG CEO Chris CHU Assistant Mgr (System Support)Assistant Call Center Manager (Ops)

Ricky CHEUNG Arthur CHOI Becky LEUNG Terry YIM Mgr (System Support)Call Center SupervisorsAdmin. AssistantTechnical Support OfficersAdmin. Assistant Training & QA Officer

Venus YAU Prudence SZE Senior Call Center Agents / Call Center Agent Ming PANG Senior Call Center Mgr (Ops)

Business Process Re-engineering Team Assistant Call Center Manager (Adm)

Wickie LAM Patrick PIOrganization Chart

People - RecruitmentRecruitment criteria tightly tied to job requirement, e.g. for agentsQualification: F5 standard with pass in English & ChineseExperience: Minimum 1 year customer service or call center experienceSkills: Typing skillsPersonal competency: customer service and communication skillsNew recruits will go through an intensive assessment on the followings during the training period before qualified to handle callCustomer Service skillsSystem & computer skillsDepartment knowledge and procedures1823 CEL standardQA officer will closely monitor the performance of new recruits on a daily basis for one month before handling over the staff to operation division

People - TrainingInduction Training for New Recruits

NatureContentCourse DurationOrientation1 DaySoft Skill TrainingEffective Customer Service Training2 DaysTeam Building & Effective Communication1 DayQuality Assurance0.5 DaySystem TrainingUse of Telephony System0.5 DaySiebel Operation and Procedures4 DaysDepartmental Knowledge Training4 DaysField Practice & Assessment5 Days

People - Training0.5 1 0.5 0.5 0.5 1

People MotivationMotivation SchemeSmart Agent of the MonthSmart Agent of the YearSmart Team of the MonthBest Coach of the YearCall of the Month Award: Gift (e.g. hotel buffer coupon)CertificateHigher priority for Training or Visiting

People - Communication

Weekly operation and QA meetings with supervisors to review agent performanceMonthly team meeting amongst supervisors and agents to build team spirit and enhance peer learningTea meeting with agents to enhance communication in an informal mannerBi-monthly lunch gathering with all staff to build up morale and to present awardsAnnual retreat day for all staff to cultivate call centre culture and align visionAnnual Staff Satisfaction Survey to collect staff feedback

SupportHelp staff set up a Recreation Group () With the support of management, the Group itself organizes Staff opinion pollVisit to client departmentsBi-monthly tea gathering and birthday partyRecreation activities such as outingsCompetitions

Management ProcessPerformance ManagementQuality AssuranceRecruitment & TrainingResources ManagementSystem and Procedure EnhancementCustomer Handling ProcessKnowledge Base UpdatingProcedure and Standard ScriptSiebel Operation Process

Assess individual staff performance based on a set of measurable Key Performance Indicators in the areas of Service, Quality and Productivity toDrive performance of individual staff and self-motivation for improvementProvide clear guidelines for performance assessment and contract renewalProvide a basis for the incentive scheme

Process Performance Management

Process Performance ManagementIncentive SchemeEach of the staff is assigned personal performance targetsAchievement of targets by staff will affect their entitlement tocontract-end gratuityadditional annual leave


Sheet1

TitleNumberBasic SalaryAnnual Leave% of GratuityTotal Gratuity Per Month ($)MPF Contribution from Gratuity (5% or $1000)Effective Gratuity paid to staff per month (Paid at the end of contract)

Executive Manager1$67,00014 days15%$10,050$1,000$9,050

Manager4$30,00014 days15%$4,500$1,000$3,500

Assistant Manager3$17,00010 days15%$2,550$850$1,700

QA/Training Officer2$20,00010 days15%$3,000$1,000$2,000

Customer Services Supervisor13$14,00010 days10%$1,400$700$700

Customer Services Agent103$9,00010 days10%$900$450$450

Note : Apart from the above, there are 4 Technical Servivce Officers & 4 Administrative Assistant

Sheet2

Responsible Target% of On-Target-IncentiveKPIs Area

Manager/Assistant ManagerExternal Customer Transaction Survey - Quality of Agent30%Quality

% of Mis-assignment Rate10%Quality

Call Per Operator20%Productivity

Time to Answer (TSF 12s = 80%)20%Service

Abandoned Rate20%Service

SupervisorExternal Customer Transaction Survey - Quality of Agent30%Quality

(TEAM Basis)Internal QA Call Monitoring Score20%Quality

Attendance (note 1)20%Productivity

Average Call Handling Time30%Productivity

AgentExternal Customer Transaction Survey - Quality of Agent30%Quality

(INDIVIDUAL Basis)Internal QA Call Monitoring Score20%Quality

Attendance (note 1)20%Productivity

Average Call Handling Time30%Productivity

Note 1 - only lateness will be counted in the Attendance

1) Call Per Operator = (No. of call answered + No. of voicemail handled)/No. of productive frontend agents

2) Attendance = (Monthly working hrs - no. of lateness hrs - hrs absent from duty)/Monthly working hrs X 100%

3) Average Call Handling Time = Avg Call Handling Time + Avg After Call Work Time + Avg Out Time

Sheet4

KPITargetResultAchievement on On-Target-Incentive

ServiceTime To Answer80% of call answered within 12 seconds100% of Target100%

90% - 99% of Target50%

< 90% of Target0%

ServiceAbandoned Rate10%100% of Target100%

101% - 120%50%

< 120% of Target0%

QualityExternal Customer Transaction Survey - Quality of AgentAgent Performance Target> = 95% of Target100%

Internal QA Call Monitoring Score90% - 94% of Target50%

= 95% of Target100%

90% - 94% of Target50%

110% of Target0%

ProductivityAttendance100% of attendance rate> =95% of Target100%

Formula = Monthly working hrs divided by (Monthly working hrs - Lateness hrs) X 100%90% - 94% of Target50%

< 90% of Target0%

Quarterly Average Score% of Gratuity PaymentExtra Annual Leave Day

90% - 100%100%1 Day

80% - 89%80%1 Day

70% - 79%70%0.5 Day

60% - 69%60%0.5 Day

50% - 59%50%Not appliable

Below 60%0%Not appliable

KPIs for Agent% of Incentive (a)TargetResultTarget/Result% of Achievement (b)Entitled Score ( a * b)

External Customer Transaction Survey - Quality of Agent30%60%55%92%50%15%

Internal QA Call Monitoring Score20%60%50%83%0%0%

Attendance20%100%95%95%100%20%

Average Call Handling Time30%340s365s107%50%15%

TOTAL50%

Sheet3

KPIsResponsible TargetSource of Data

AgentSupervisor

Quality

Customer SatisfactionMonthly QA monitoring by supervisors

No. of Complaint/ ComplimentMonthly QA monitoring by supervisors

No. of Call MonitoredN/AQA record

Productivity

Avg Call Handling TimeIEX

AdherenceIEX

ConformanceIEX

Attendance

Minutes of LatenessHR record

KPIsActual Performance3-mth AvgTarget

Sep-02Oct-02Nov-02Sept - Nov 02Jan-03Feb-03Mar-03

Quality

- Internal Call Monitoring Score61.58%62.41%63.18%62.4%60.0%60.0%60.0%

- No. of call monitored75667672100100100

Productivity

- ACHT (in seconds) - Batch 1-3326339343336350345340

- ACHT (in seconds) - Batch 4352352360355350

- Adherence81%87%87%85.0%85.0%87.0%90.0%

- Conformance81%87%87%85.0%85.0%92.0%98.0%

Attendance

- Late (in minutes)2,9371,0599571,651000

KPIsActual Performance3-mth

Sep-02Oct-02Nov-02Avg

Quality

- Internal Call Monitoring Score61.58%62.41%63.18%62.39%

Productivity

- ACHT (in seconds)326339343336

- Adherence81%87%87%85%

- Conformance81%87%87%85%

Attendance

- Minutes of Lateness2,9371,0599571,651


Average Performance Score% of Gratuity PaymentExtra Annual Leave Day90-100100%1 Day80-8990%1 Day70-7980%0.5 Day60-6970%0.5 Day50-5960%NilBelow 500%Nil

Process Quality AssuranceRegular call monitoringManagement Information ReportComplaint from caller/departmentSupervisor / Manager observationCall evaluation and calibrationIdentify and prioritize areas for improvementAgent coaching Refreshertraining Knowledge base update Procedurereview Systemenhancement

Process - Call Monitoring100% calls recorded by voice logger systemSupervisors carried out call monitoring and complete evaluation form in systemEach supervisor evaluates a minimum of 100 calls/emails per monthCall evaluation emphasizes on accuracy of information givenCarry out coaching and arrange training if required QA officer carried out calibration for evaluation by supervisor to align standard

Process - Call MonitoringScoringAccuracy of Information 50%Call Handling Procedures 10%Customer Service Skill 15%Use of Siebel 15%Knowledge Base 10%Frequency1-2% calls were monitoredSupervisors submit weekly report

Ad-hoc UpdatingFrom departmentsFrom callersFrom ICCUpdate information to Knowledge BaseAnnual ReviewInitiated by ICCEnsure information accurateChange KB structure to facilitate call handlingProcess KB Update

Technology Architecture

Tape

PBX

Hub

Firewall

Server

Router

Title

Telephone

Computer

Raid drive

Modem

Title

1823 Web Server

IVR w/ voice mail and survey

Call Management System

CTI Server

Voice and Screen Logger withEvaluator

WorkforceManagement System

CCA Workstations

Email Server

Secure Zone

CRM App ServerCluster

CCA Workstations

CRM DB ServerCluster

Raid drive (database)

Domain &Backup Server

PerformanceManagement System

Fax Server

Wallboard Server

Data InterfaceUnit

Analogue phone lines

Digital phone lines

T1 lines

Broadband

Internet

PSTN

Customer PC

Customer Telephone

ICC Network

Technology SolutionVoiceTelephone System (Avaya)Interactive Voice Response System (Apex)Computer Telephony Integration (Avaya, Q-Phone)Voice, Screen Logger (Nice)DataEmail System (Microsoft Exchange)Fax System (Faxgate)Web Site (Microsoft IIS)ApplicationWork Force Management System (IEX Totalview )Customer Relationship Management System (Siebel)Customer Satisfaction Survey System (Apex)AnalyticsCall Management System (Avaya)Performance Management System (Custom-made)OthersBackup Server (Veritas)Antivirus (Symantec)

CRM SolutionSiebel 2000 (Service) is applied as the CRM Solution.Enquires and complaints are handled via different channels, telephone call, email, fax and e-form.Enquires are handled by agents consulting the Knowledgebase with Keywords and Subject matter.Complaints are logged based on the specific questions of the selected Subject Matter.Complaints are referred to action parties according to the assignment guidelines via e-mail/ fax or phone call for urgent cases.Reminder and escalation for non-action will be sent to action parties based on the Service Level Agreement.Cases are retrieved by caller contact telephone number, email address, case reference etc.Case status enquires from different channels can be handledCross department cases can be handled

Contingency2 levels of contingency planDisaster Recovery (Fire, Bomb Threat, ACD, CRM server, Telephone network, electricity supply, air conditioning) Business Continuity (IVRS, Email system, Fax system, CTI)

In case of Disaster, operation floor will be vacated. Call flow of Disaster will be activated to inform the disaster and caller may leave voice mail if necessary and server (except ACD and voice mail) will be shut down.

Setting up a backup site.

Disaster Recovery Plan

SystemTriggerImpactRecovery ActionFireFire AlarmVacate floorDisaster announcement.Bomb ThreatReported bomb threatVacate floorDisaster announcement.Telephone NetworkMonitored by Technical Support; No incoming callNo incoming callDisaster announcement.ACDMonitored by Technical Support; No calls to agentNo calls to agentDisaster announcement.CRM ServerMonitored by Technical SupportNo access to knowledge and case loggingComplaint logged on standard form and jot Enquiry cannot be handled and call back caller when system recoveredElectricity SupplyAlarm in Server roomNo power supplyUPS step by automatically to support server and workstation.After 1 hr vacate the operation floor and change call flow to disaster announcementAir conditionerStaff in operation floorHot and poor air circulationOpen window After 1 hr vacate the operation floor and change call flow to disaster announcement

Business Continuity Plan

SystemTriggerImpactRecovery ActionIVRSMonitored by Technical SupportCalls cannot be routed to agentsChange call flow to route direct to agents

Email ServerMonitored by Technical SupportNo incoming and outgoing emailOutgoing email by internet mail instead of email serverFax ServerMonitored by Technical SupportNo incoming and outgoing faxPrint the fax and send it out by fax machineCTI ServerMonitored by Technical SupportNo screen pop upAgent change to another CTI clientGreet caller by standard 1823 greetings

Future Plan External Customer

DepartmentSchedule Additional calls per annumRating & Valuation Department account and billing enquiryMarch 2004210,000Labour DepartmentJune 2004600,000Companies RegistryDecember 2004110,000Hongkong Post- Calls diverted from branch officesSeptember 04 to March 05100,000

Future Plan External CustomerTo cope with expansion

Rented 16 positions from the private sector Setting up a second call centre with 50 positionsTo build another training room to free up existing training positions for call handling

Future Plan Internal CustomerTo introduce a Web-based Case Management System to enhance co-operation between ICC and departments

Departmental officers can retrieve details of their cases through the internetDepartmental officers can update the case progress and provide interim/ final reply through the internetThe system enhance the transparency of case handling by 1823 CEL and departmental officerTo conduct Internal Customer Satisfaction Survey

Future Plan - StaffIntroduced a computerized Performance Management SystemFor staff to keep track of their own performance and award of incentivesAs a data warehouse to consolidate performance statistics for management planning

How "1823 Citizen's Easy Link" Has Improved the Enquiry Service to Citizens of Hong Kong

Documents

cleanliness hotline

westrail hotline

enquiry service

team cleantax return

hong kong mega sale

citizens of hong konghk

published numbersfor

telephone service factormore