Category Archives: digital innovation

Wow! Rosetta Carrington Lue successfully launched 24/7 White House VA Hotline project

I am proud to have been appointed by the Veterans Administration Secretary to successfully lead the project implementation team to launch the VA’s first non-clinical, non-emergency 24/7 White House VA Contact Center Hotline!

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VA announced that the White House VA Hotline, first launched in June as part of President Donald J. Trump’s commitment to reforming VA, is now fully staffed with live agents working to serve Veterans 24 hours a day, 365 days a year.

The hotline, which became 24-hour operational in mid-October, is staffed by a team consisting of more than 90 percent Veterans or a family member of a Veteran. The hotline staffing is in direct response to Veterans’ requests to talk to agents who could relate to their experiences.

“The White House VA Hotline provides our nation’s Veterans with a direct, dedicated contact line that allows them to interact with highly trained, live agents to answer their needs and concerns,” said VA secretary David J. Shulkin.

“Since the initial launch of the hotline in June, we listened to our Veterans, who indicated that they prefer speaking with other Veterans and Veteran family members, and we adjusted our hiring based on that feedback,” added Shulkin.

“We’re proud that the hotline is now staffed 24/7 by a team of mostly Veterans or Veteran family members who have direct knowledge of their particular concerns and can use their experience to address them in the best way possible with the resources of the VA.  This represents a true win-win for Veterans and their loved ones.”

Since 24/7 coverage began in October, the hotline has served more than 10,000 callers.

Hotline agents answer inquiries, provide directory assistance, document concerns about VA care, benefits and services, and expedite the referral and resolution of those concerns. Agents undergo regular updates and training on VA services based on hotline trends and are assisted by newly implemented tracking software to help VA capture and improve its response, referral and resolution processes to best support Veterans.

The hotline can be accessed at 855-948-2311 and is VA’s first non-clinical, non-emergency around-the-clock call center. It provides Veterans a supplemental option to report issues if they are not being addressed through VA’s normal customer service channels.

The hotline’s agents are located at a VA facility in Shepherdstown, West Virginia. Agents have access to a multitude of resources and contact information to help Veterans. The hotline also generates real-time reports to VA experts who can help address the specific issues of Veterans as well as make better-informed decisions on where program improvements are needed.

Creating a Connected City in Today’s Ever-Evolving World

Rosetta Lue, Chief Customer Service Officer & 311 Contact Center Operations Director, City of Philadelphia sat down with Argyle to discuss the in’s and out’s of running customer service for a city.

In today’s society, how do you create a connected city?

There are multiple levels to creating a truly connected city. We are working through public private partnerships to leverage technology and all available resources to make our services innovative, accessible, more efficient, and adaptable based on customer needs.

Another element of a connected city is that city departments can talk to each other easily and effectively to provide high quality service to our citizens. In our newly upgraded Customer Relationship Management solution, City agencies are better able to work together, with real-time information updates, creating more accountability and increasing the completion rate of service requests and customer satisfaction.

How have you expanded customer service into the community?

The design of our digital service platform is entirely based on our customers. In order to improve customer service in the City of Philadelphia we identify and engage with our target audience, establish a strategic plan, listen to the community’s feedback, and adjust our process accordingly.

In the same spirit, we have community engagement programs that operate in the community, like the Neighborhood Liaison Program. The Neighborhood Liaison Program, a community empowerment program within Philly311, we are able to encourage citizens to utilize 311’s services while educating them on how to get the most out of our system they in turn share that information with their neighbors, family and friends. With this program, we can connect influencers with each other through trainings and workshops. The Neighborhood Liaison program empowers citizens with tools to interact with their government and get problems resolved.

“We are working through public private partnerships to leverage technology and all available resources to make our services innovative, accessible, more efficient, and adaptable based on customer needs.”

When it comes to customer service initiatives, why it is important to have them?

In city government, we understand that the citizen is our customer, and using those terms as synonyms, have reoriented our overall framework. The citizens’ customer experience expands beyond providing city services, it is about how they feel from the time they submit a request to the time that request has been completed.

Customer experience is frequently lumped in with customer service; (though it is the foundation of it) customer experience is the long game. Customer experience is the total experience, and every interaction the customer has with the supplier. As a city contact center, customer experience becomes all encompassing. The citizen’s experience often goes hand in hand with their experience with all city services and not just the call center itself. Every improvement we make for our customer affects their quality of life.

What are important things to consider when building partnerships?

Especially with the implementation of the new customer management system, our partners have played a significant role in helping us move towards our goals this year. Government has limited resources, which is why partnerships are so important. When working with external organizations it is important to keep in mind that organizations mission and goals and make sure it aligns with our own. We try to identify and respond to the needs of the groups we work with and value its input in planning and decision-making.

For both partners and customers, we focus on transparency, efficiency and effectiveness – a top priority of Mayor Nutter and his administration. It is an important aspect of why we want to provide the highest quality customer experience possible.

“Customer experience is frequently lumped in with customer service; (though it is the foundation of it) customer experience is the long game. “

How has the government effectively used social media in emergencies?

Every day we at Philly 311 have a duty to provide citizens with factual information and critical answers about City services, but when the City is facing a crisis, the importance of that information is magnified. Citizens look to the City for guidance, and we provide it. One of the most efficient ways to do this is through our social media channels.

One example is snow emergencies. During major snow events the contact center often remains open 24-7 to handle in high call volume. 311 uses social media to answer frequently asked questions, providing citizens with relevant information before they ask for it. We know the information citizens need during these types of emergencies, for example, we have seen from experience that they want to know about parking, street cleaning, and trash collection. This information is easy to share on our social media, and through our social media working groups we are able to multiply the potential audience reached with this information by coordinating strategic and intentional messages so citizens know how to react in these situations without submitting information requests.

Hurricane Sandy is another example of an emergency situation that we were able to respond to effectively. In Philadelphia during Hurricane Sandy, public transportation was shut down, Philadelphia International airport suspended flights, and all major highways were closed. At Philly311, we had a plan ahead of time. Working with city departments, such as the Office of Emergency Management, we were able to collect data and stay up-to-date on the progress of the storm. We established a strategy ahead of time and were prepared to deliver accurate information through multiple channels, including our social media accounts.

Do you have any last thoughts that you would like to share?

One of our goals is to reach and engage our citizens on channels they are comfortable using. The Philly311 app makes our services more accessible to diverse audiences. Research by the PEW Foundation and others, suggests that many low income citizens do not have internet access in their home but do have internet on their smart phones. We want everyone to be able to use 311, which is why we have so many channels, including the call-in and walk-in centers for more tradition communications. We also provide language services in 17 different languages on the app, which increases accessibility. We want to make sure that all citizens have positive and productive interactions with local government.

 

Originally published in 2015 by Argyle Journal – http://www.argylejournal.com/customer-care/creating-a-connected-city-in-todays-ever-evolving-world/

 

Bringing Government Agency Contact Centers and the Internet Together for a Seamless Customer Experience

call-center-website

Taxpayers often turn to the government when they are overwhelmed and stressed out by personal circumstances. A fragmented experience across government websites compounds their distress both increasing the burden on call center staff and the cost of meeting taxpayers needs. A consistent, thoughtfully designed experience (starting with websites and contact centers) will make a tremendous difference in the lives of taxpayers and government employees.

The government agency will better serve all stakeholders by establishing a focus to oversee the design and implementation of a human-centered design centric strategy that:

  • identifies and responds to key touchpoints in a stakeholder’s journey
  • streamlines, integrates, and scales websites and call centers consistently over time
  • takes a holistic, iterative approach to prioritizing improvements across channels
  • maintains a mobile experience first philosophy (people seeking information often
  • use mobile devices first because they want information immediately, or rely on mobile exclusively because it is what they can afford)
  • uses clear, concise, and consistent language and messaging across all channels
  • establishes a feeling of trust by providing consistent experiences across channels to different stakeholders firmly focuses on the future by laying the groundwork to
  • integrate social media and emerging technologies in later phases of the project

Leading a human-centered design change initiative requires vision and broad oversight to bring stakeholders, products, technical processes, and communication into alignment.

Picture Jane, a retiree who needs help. She goes to one website on her phone to get information fast, but it doesn’t help. Later she visits another site on her laptop and can see it better, but finds additional information, organized in a new way, and described with different language.

Jane doesn’t know what to do or trust, so she tries a call center looking for a person to talk to instead. The wait times are long because so many others are having the same problems. When she finally gets through, the call center staff wants to help but they talk about services and options in yet another way.

Jane is distressed by her experience across siloed channels. She encounters disconnected technologies, has to translate between different language use, and finds that information is inconsistently organized or even offered — leaving her frustrated and miserable. The call center staff who takes her call can hear that misery as it overflows into their conversation making the staffer’s job harder, the call longer, and both the financial and emotional costs higher for both.

Each time Jane’s journey plays out for another taxpayer or call center staffer, taxpayers lose confidence in the government agency and increase the costs of call center operations.

A single focus and oversight for government Contact Centers and the internet presence is a logical first step towards an improved Customer experience. Needed research must be conducted across channels and changes prioritized coherently across all platforms to maximize results. If the system is not treated as a whole, customer experience will continue to be fragmented and frustrating no matter how many isolated improvements are made over time.

A seamless experience requires a consistent approach to technological solutions, human needs, and organizational responses. The goal is to inspire taxpayer confidence and government efficiency by making it easy to start with a website, reach out to a call center if needed, and then complete tasks on the web when they are ready. In the future, integrating social media will increase responsiveness and better serve millennials and future generations.

A robust online database of Frequently Asked Questions can enhance customer experience based on insights from web analytics and call center topics. Web analytics and the call center knowledge management technology can be used to identify frequently accessed data, searches that come up empty, and how often users access particular information. In depth interviews with call center personnel can shape resource allocation and better prepare them to address complex situations since the basics are covered in a searchable database.

Starting with aggregated website and call center data creates a solid foundation for human-centered research to address persistent pain points across channels then effectively design and deliver satisfying stakeholder experiences.

What if Jane went to a central website and found the basic information she needed quickly and easily? If she still wasn’t sure what to do in her situation, she could reach out to a call center. When she did, her wait time would be shorter since more people were finding what they needed on a streamlined easily searchable site that highlights frequently asked questions. Jane wouldn’t be so upset when she connected with a staff member, her questions could be answered more quickly, costs would go down, and Jane would regain confidence in the government agency. Later when it worked for her schedule, she could fill out any required forms on the website and get immediate confirmation that they were submitted. Now when Jane talks about the government agency she shares her experience — I get help when I need it, I get things done on my schedule, and I trust that the government agency has my back.

Integrating processes, products, services, and content in an organization like a government agency takes time, vision, and leadership. Consolidating oversight with the right vision offers the best possible chance to successfully transition the taxpayers to a coherent seamless experience.