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

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 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 Overview of Client Care Unit 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 Director – Work order monitoring and tracking Manager – Manage TCHC’s escalation process (fan-out) – Hub for TCHC’s Business Continuity Plan and Emergency Plan Maintenance Client Care • Monitoring Dispatch – Fire alarm monitoring (secondary), key box Dispatch Supervisors Superintendents monitoring and access Customer Service – Elevator cab phone monitoring Shift Leads Agent Team • Resident mail-out services (administrative Maintenance Enquiry Clerks support function for Operating Units) 2

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1 Annual Call Volumes (2015) Inbound • 18,116 emails • 400,104 calls from TCHC residents • 56,588 voice messages • 18,876 calls from site staff • 48,632 fire alarm calls • 24,228 calls from other TCHC staff • 181,171 elevator cab calls • 52,360 calls from contractors Outbound • 130,746 includes: follow-up calls to work that has been dispatched, outbound calls to dispatch work after hours, calls about market rent units, calls about commercial units Approximately 930,821 Client Care interactions 3

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1 Need for Improvement • 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 4

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1 Overview of Client Care Unit Historical Context 2013-2014: 2015 : • Stable staff levels, with temporary staff hired • Highest attrition rate in 3 years as a result during heating season to manage peak volume of restructuring (loss of 12 agents) • Leadership departures • New leadership • Key metric was “agent handle time” which did not • Transition to contact centre industry align with fast response time standard metrics (Average Speed of Answer (ASA) and call abandonment) 5

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1 Client Care Unit Customer Service Improvement Plan Improve Service Delivery 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 Process Technology • Listen to feedback from • Start, stop, continue. • Ensure resident access is front-line staff. • Strive to make things easy. • Lead, support, develop. simple. • Ensure tools for front-line • Be proactive. • Eliminate roadblocks to staff are current. • Be transparent. positive customer • Leverage technology. • Recognize experience. • Use data to analyze and accomplishments. anticipate trends. • Be the brand. • Communicate. 6

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1 Client Care Unit Customer Service Improvement Plan Focus on People  Fill new management roles People  Promote Coordinator role to Supervisor role • Listen to feedback from  Implement the maintenance dispatch function that will front-line staff. provide direct support to the Asset Management front-line • Lead, support, develop. team • Be proactive.  Hold weekly huddles to communicate, share information, • Be transparent. and provide education/training • Recognize accomplishments.  Expand working hours of Supervisors to improve handling • Be the brand. of escalations and overall staff performance (Q2) • Communicate.  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) 7

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1 Client Care Unit Customer Service Improvement Plan Focus on Strategy  Introduce Client Care performance metrics and Process establish a baseline for program success; focus on Average Speed of Answer (ASA) (90 seconds) and call abandonment • Start, stop, continue. (under 10%) • Strive to make things simple.  Expand the “Closing the Loop Program” to ensure work is • Eliminate roadblocks to completed and to track resident satisfaction positive customer  Launch the maintenance dispatch function that will simplify experience. 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) 8

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1 Service Levels: KPIs Average Speed of Answer (seconds) Target: 90% of call answered within 90 seconds (Q4-2016) Call Abandonment Rate Target: Less than 10% call abandonment (Q4-2016) 9

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1 Client Care Unit Customer Service Improvement Plan Focus on Technology  Create a page on In-house for Client Care as an Technology information sharing tool and as a knowledge repository for processes and information • Ensure resident access is easy.  Pilot ‘Spark Messenger’, an instant messaging tool for • Ensure tools for front-line immediate communication staff are current.  Create agent performance scorecards which will capture data • Leverage technology. automatically • Use data to analyze and  Provide agents with internet access to improve their ability to anticipate trends. 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) 10

Item 16 - Client Care Improvement Plan March 3, 2016 RSC Meeting - Report:RSC:2016-13 Attachment 1 Client Care Unit Customer Service Improvement Plan Implications and Outcomes • 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) 11