Alliant Consulting Aligning people, processes and metrics to meet your business goals.

METRO/OUTSTATE NONPROFIT WITH ~220 EMPLOYEES providing career, social enrichment, transportation and fiscal management (FME) services to ~3,000 developmentally disabled clients and their families.  Organization wishes to establish a contact center and evaluate and realize other structural and operational opportunities to improve client service delivery and organizational flexibility in anticipation of major legislative reforms.

Project spanned a 10-month period utilizing 11 cross-functional workgroups consisting of 62 client employees.  Operating models were designed over a five-week period and a six-person project team supported the enterprise functional realignment. Key focus areas for the project:

  • Improve call handling near term and be ready to grow, while preserving high touch, person-centered interaction, optimal service and best use of resources
  • Identify the “future state” of cross-functional intake, service support and delivery functions to improve customer service, quality, productivity, and revenue generation as they grow
  • Redesign organization structure with functions defined, realigning Customized Support functions and HR administrative support to the “Services” organization, and client budget activities to Accounting
  • Improve role  clarity and consistency across all functional areas through defined standards of performance, work processes, roles and responsibilities focused on service, quality and productivity
  • Establish cross-functional / cross-departmental communication structure to facilitate collaboration and cooperation throughout the organization
  • Develop Change Plan and  Implement new Intake and Service Support model that establishes a client navigation team (needs  assessment/services planning), an inbound/ outbound call center, administrative generalists and receptionist to support enterprise-wide service delivery
  •  Retrain staff and management in conjunction with performance management, coaching and communication skill enhancement program
  • Design and implement integrated enterprise–wide key indicator reporting aligned to “Balanced Scorecard” and financial budgets; enabling consistent performance review and management for all levels, from frontline staff to executives

Operating & Financial Opportunities Realized

  • 26.3% increase in billable time without increasing headcount
  • 87% reduction in abandon calls (from 40% to 5%) by implementation of a Call Center – that will result in increased Client Service Excellence
  • 56% reduction in cost per call (from $12.71 to $5.54) through re-alignment of roles, responsibilities and job descriptions
  • 70% of Workflow issues eliminated (from 386 to 116) through re-alignment of functional accountabilities and departmental responsibilities
  • 65% Development of individual client classes (748 out of 1150) clients have schedules based on their preferences and goals
  • 90% (32 out of 36) of all Managers/Supervisors functioning in their updated roles and responsibilities
  • New contact center consistently exceeding a 90% Service Level with decreased staffing levels and increasing volumes
  • Projected a reduction in headcount of 4 FTE’s (to be attained through attrition) and hiring to be focused on part time staff versus full time to improve flexibility and reduce costs
  • Implemented a Comprehensive Management Reporting System, consisting of Key Indicator Reports, aligned to the Balanced Scorecard and financial budgets; enabling consistent performance management monitoring from a staff to executive levels
Testimonials

"I also wanted to mention how much we appreciate all of the feedback that Alliant has given to (us). The strategic benchmarking analysis and evaluation that Alliant provided will now allow our company to establish leadership performance targets. This not only gives credibility to the data that we provide to our top management but validates that we are heading in the right direction with our key performance indicators. Alliant has also helped us understand the gaps in our lower performers and the implications to our internal/external customers. This prioritization will focus our efforts on opportunities that really matter. Thanks,"

VP, Global Logistics and Fulfillment

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