1. Final Client Briefing Call Center Wait Time Project August 27, 2012 – December 11, 2012 State of Florida – Department of Economic Opportunity Florida State University - EME 6691 - Fall 2012 December 11, 2012

2. Contents Executive Summary Timeline Business Analysis Performance Analysis Gap Analysis Causal Analysis Proposed Interventions Implementing Interventions

3. Executive Summary The purpose of this project is to assist Florida Department of Economic Opportunity, its Reemployment Assistance Program, and the Orlando Call Center in finding short-term, non-technological strategies for achieving the goal of a shorter call wait time. The comprehensive process was implemented through five phases over a period of 12 weeks, with each phase gearing toward understanding the dynamics of Orlando Call Center’s call services. With a thorough and systematic Human Performance Technology approach, which includes business, performance, gap and cause analyses, the team successfully identified the key performance problem and recommended interventions. Business Analysis Performance Analysis Gap Analysis Causal Analysis Recommended Interventions Back to Contents

4. Timeline AugustSeptemberOctoberNovemberDecember Phase I Phase II Phase III Phase IV Phase V Project Selection Project Planning Business Analysis Performance Analysis Gap Analysis Causal Analysis Intervention Selection Final Deliverable Back to Contents

5. Business Analysis Purpose The business analysis provided our group with a detailed description of the organization by identifying the organization's structure, opportunities, threats, purpose, goals, and services provided. Analysis Results 1.The organization structure is expansive – focus was on Orlando Call Center 2.Budget cuts in the face of a high workload is the main threat 3.Promoting economic prosperity for all Floridians and businesses through successful workforce, community, and economic development strategy 4.Provide satisfactory customer service by reducing call wait times 5.Administers the Reemployment Assistance Program Analysis Questions 1. What does the organization structure look like? 2. What are the opportunities and threats facing the organization? 3. What is the purpose of the organization? 4. What are the organization's goals? 5. What services does the organization provide to customers? Back to Contents

6. Performance Analysis Purpose The purpose of the performance analysis is to determine the current performance state and the desired optimal state for call center operations. Analysis Results 1.Call wait times vary from 6.72 to 9.42 minutes over six months 2.A single 1-800 number is published for all inquiries 3.Knowledge levels vary based on time of service and training received. Agents are required to know a “little about everything” 4.Answer inbound calls and utilize computer system to provide responses or route to the appropriate department 5.Reduce call wait time to six minutes or less Analysis Questions 1. What is the current hold time of incoming calls? 2. How is the current call system in the Orlando Call Center operated? 3. What is current level of knowledge and skills of the call center staff? 4. How do representatives provide service to the customer? 5. What are the performance goals for the center? Back to Contents

7. Gap Analysis Purpose A Gap Analysis is a process that measures the difference between the current state and the desired future state. Analysis Results 1.Call wait times of six minutes or less 2.Average call wait times of 6.72 to 9.42 minutes 3.Gap is.72 to 3.42 minutes 4. Continued negative media attention and frustrated customers Analysis Questions 1.What is the performance you wish to have? 2.What is your current performance level? 3.What is the difference between the two levels? 4.What is the negative impact if the gap is not closed? Back to Contents

8. Causal Analysis Purpose Conducted in order to determine the root causes of a performance problem and to ensure the appropriate interventions are selected. Analysis Results 1.Interview Results – reduced staffing, cumbersome mainframe system, a single 1-800 line, no intelligent call routing, no call reporting system, lack of employee motivation 2.Online Survey Results – not enough phone lines, amount of time it takes to address caller concerns, cumbersome mainframe system, lack of intelligent call routing, lack of job aids, lack of uniform communication, and agents are required to know a “little about everything” 3.Fishbone Diagram – lack of in-depth training, lack of motivation to improve performance, no performance support or job aids, agents spend a lot of time looking up answers, performance feedback is poor, can’t track case progress, phone lines regularly clogged Analysis Question 1. What is the root cause(s) for this performance gap? Back to Contents

9. Proposed Interventions Selection Criteria 1.Cost - the lower the better 2.Implementation Time - the faster, the better 3.FTEs – no new FTEs; interventions need to be completed by existing staff 4.Technology Changes - minimal Possible Intervention Type of Intervention* (Causal fishbone diagram sector) Intervention Evaluation Criteria Total Score Cost Implement- ation TimeFTEs Techno- logy changes Provide different phone numbers/lines for each department/ type of call (e.g., overpayment, initial claims, continued claims, initial skills assessment, adjudication, appeals, special programs, and payments.) Communication Systems (Technology) 3.2555417.25 Promote new phone numbers to public (website, letters, brochures, etc.) Communication systems -external (Business Process) 3.7554.5417.25 Improve communications to call center agents of new procedures Communications systems – internal (Business Process) 555520 Provide job aids and training specific to specialized area of work Instructional Systems (Training)3.253.754.75516.75 Back to Contents

10. Implementing Interventions Recommendation #1: Improve communication to call center agents The survey consistently reported that call center agents desire uniform and consistent information. It is essential for DEO to provide all call center agents with the most recent information and make sure it is provided in a uniform manner. Recommendation #2: Provide different phone numbers for departments Call center agents do not know the reason for a call prior to answering the line. Intelligent call routing would reduce call wait times by having specialized teams who are trained in specific areas and ready to handle calls more efficiently. Recommendation #3: Promote new phone numbers to the public DEO needs to create a communication plan and advertise the new department phone numbers to the public. Recommendation #4: Provide job aids and training The call center agents expressed a desire to have more job aids and reference guides to assist in handling complex calls and providing quick reference information. The call center needs to create a formal training plan for agents, especially considering the amount of turnover and contracted employees Back to Contents