KidCare Call Center Assessment. March 18, Submitted by:

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2 Table of Contents TABLE OF CONTENTS 1.0 EXECUTIVE SUMMARY REPORT FORMAT OPERATIONAL ELEMENTS RECOMMENDATIONS BACKGROUND ASSESSMENT BACKGROUND ASSESSMENT APPROACH KIDCARE BACKGROUND CALL CENTER OPERATIONAL ELEMENTS MANAGEMENT WORKFORCE MANAGEMENT TRAINING QUALITY MONITORING CUSTOMER SERVICE REPRESENTATIVE (CSR) REPORTING TECHNOLOGY INDIVIDUAL CALL CENTER ANALYSIS AND RECOMMENDATIONS ASSESSMENT SUMMARY ANALYSIS AND RECOMMENDATIONS Member Services (DHACS) KidCare Medicaid (DCF) KidCare Outreach (ACS) Enrollment Enhancement (ACS) MediKids (ACS) KIDCARE PROGRAM ANALYSIS ANNUAL CALLS HANDLED ANNUAL CALLS OFFERED VS. ANNUAL CALLS HANDLED...52 Page i

3 Table of Contents 5.3 AVERAGE CALL HANDLE TIME ANNUAL CALLS HANDLED VS. AVERAGE NUMBER OF CSRS SERVICE LEVEL: 80% OF CALLS HANDLED IN Y SECONDS AVERAGE TIME IN QUEUE VS. ABANDONMENT RATE CSR TO SUPERVISOR RATIO LENGTH OF NEW CSR TRAINING PERIOD VS. ANNUAL CSR TURNOVER RATE KIDCARE PROGRAM RECOMMENDATIONS CREDIT CARD PAYMENTS CALL CENTER ANALYSIS AND RECOMMENDATIONS OVERVIEW OF CURRENT OPERATIONS HISTORICAL TRANSACTION VOLUME OVERALL RECOMMENDATION CONSIDERATIONS...81 APPENDICES A. DIAGNOSTIC TOOL SAMPLE...1 B. BENCHMARKING DATA SOURCES...23 C. CALL CENTER GLOSSARY...24 Page ii

4 Chapter 1 Executive Summary 1.0 Executive Summary BearingPoint, formerly KPMG Consulting, was engaged by the Florida Healthy Kids Corporation to conduct a call center assessment of five separate call centers that provide KidCare customer service. The goal of the assessment was to assess current operational performance of each call center and identify opportunities to increase customer satisfaction through process improvements and use of enabling technologies. The five call centers included in this assessment are: Member Service (DHACS) KidCare Medicaid (DCF) KidCare Outreach (ACS) Enrollment Enhancement (ACS) MediKids (ACS) As illustrated above, the call centers are referenced by their name, as well as the entity that operates the call center in parentheses. In some instances, the call center operations are contracted out to an external organization, such as the Member Services line being operated by a Third Party Administrator, DHACS. In other instances, the call center is operated by the same administering organization, such as the case with the KidCare Medicaid call center, which is operated internally by the Department of Children and Families (DCF). During the course of this engagement, a sixth call center, Credit Card Payments (FHK), which operates internally at the Florida Healthy Kids Corporation, was added to the scope of this assessment. This call center began as a pilot in February 2002 and was implemented without many standard call center operational elements, processes and technologies. Thus, due to the fact that the call center is operationally distinct from the original five call centers, the Credit Card Payments (FHK) Call Center assessment and recommendations are addressed separately in Chapter Seven. To perform an effective assessment, BearingPoint visited each call center to interview employees and observe daily operations. In addition, a diagnostic tool was completed by each call center and various call center materials were requested, gathered and analyzed. Page 1

5 Chapter 1 Executive Summary 1.1 Report Format This report is divided into seven chapters and three appendices as follows: Chapter Number and Name Description of Chapter Content Executive Summary Contains a summary of project goals, approach, methodology Background Provides assessment background, assessment approach and KidCare programs and call centers information Call Center Operations Overview Individual Call Center Analysis and Recommendations Identifies, illustrates and explains the seven operational elements used for this assessment Provides a detailed analysis of each call center and also provides recommendation and strength areas KidCare Program Analysis Provides benchmarking information for each call center and includes industry averages for: Federal Government, State Government, and Health Care Industry call centers KidCare Program Recommendations Credit Card Payments (FHK) Assessment and Recommendations Appendices Provides short-term and long-term recommendations for the overall KidCare program Provides overview, considerations and recommendations for the Credit Card Payments (FHK) call center. A. Diagnostic Tool Sample B. Sources of Benchmarking Data C. Glossary of Call Center Terms Page 2

6 Chapter 1 Executive Summary 1.2 Operational Elements Seven major call center operational elements were identified to assess each call center. These elements make up the seven most commonly found operational elements of a call center. Each center was assessed and measured against industry best practices in each of the following operational element areas: Management Workforce Management Training Quality Monitoring Customer Service Representatives Reporting Technology 1.3 Recommendations Recommendations for each individual call center are found in Chapter Four. The Credit Card Payments (FHK) Call Center opportunities for improvement are found in Chapter Seven of this report. Chapter Six provides recommendations for increasing the Customer Relationship Management (via call center) function for the KidCare program as a whole. The recommendations made are mutually exclusive and can be implemented stand-alone or in conjunction with one another. The recommendations are as follows: Recommendation 6.1: Create one set of call center performance metrics that all KidCare call centers will use as a standard to meet. Recommendation 6.2: Conduct monthly call calibration sessions at the All Call Center meetings. Page 3

7 Chapter 1 Executive Summary Recommendation 6.3: Standardize call center names and transfer protocol when CSRs are speaking to callers. Recommendation 6.4: Implement a single phone number for KidCare Customer Service and link all call centers off of the IVR menu. Recommendation 6.5: Identify one single entity to administer all of the KidCare call centers. Recommendation 6.6: Perform a phased consolidation of KidCare call centers so that one contracted entity operates all of the call centers. Page 4

8 Chapter 2 Background 2.0 Background Chapter Two is intended to provide readers with an understanding of the purpose of this assessment, the methodology and approach used, and the overall KidCare program. The related subsections are as follows: 2.1: Assessment Background describes the purpose for performing this assessment 2.2: Assessment Approach provides the approach to collecting, compiling and analyzing information 2.3: KidCare Background provides information on the KidCare program, as well as the KidCare call centers 2.1 Assessment Background BearingPoint was engaged by the Florida Healthy Kids Corporation to assess five separate call centers providing KidCare customer service. Because these call centers operate separately, there are inconsistencies in call center structure, processes, technology and CSR performance measures. Disparate call centers and operating systems cause caller frustration because of the multitude of phone numbers required to perform different services related to the KidCare program. In addition, the time involved in obtaining assistance via the phone can be lengthy. BearingPoint was contracted to assess call center operations and provide recommendations to improve customer service across the KidCare program. During the course of this engagement, a sixth call center, Credit Card Payments (FHK), was added to the scope of the project. Administered and run internally by the Florida Healthy Kids Corporation, this call center processes credit card payments for program members paying premiums. In addition, it also processes credits for families if insurance coverage was purchased for future months and the child becomes disenrolled in a KidCare program, thus, not able to use the purchased coverage. This call center began as a pilot in February 2002 and has grown at a rapid rate since program inception. Since this call center was quickly implemented, many standard call center operational processes and technologies were not developed and are currently not performed or used. Thus, due to the fact that this call center is operationally distinct from the original five call centers, the Credit Card Payments (FHK) Call Center assessment and recommendations are addressed separately in Chapter Seven. Page 5

9 Chapter 2 Background 2.2 Assessment Approach In order to meet the objectives of this assessment, the following activities were conducted for information gathering and research purposes: Call Center Site Visits The following five call centers were visited during the course of this assessment to gain an in-depth understanding of call center operations and functions: KidCare Outreach (ACS): November 5-6, 2002 Enrollment Enhancement (ACS): November 5-6, 2002 Credit Card Payments (FHK): November 6, 2002 Member Services (DHACS): November 12-13, 2002 KidCare Medicaid (DCF): November 18-19, 2002 MediKids (ACS): March 10, Diagnostic Distribution All call centers assessed were given a diagnostic survey that asked for basic call center performance data and in-depth data related to the analysis of this assessment. Appendix A of this report provides a sample of the diagnostic each call center was asked to complete. KidCare Outreach (ACS), Enrollment Enhancement (ACS), and MediKids (ACS) declined to answer certain questions in the diagnostic. In certain instances, the lack of information prevented this assessment from being able to benchmark all call centers. When this occurred, the reason for the exclusion of a call center is annotated in the Notes section of every benchmarking exhibit in Chapter Five. The following is a list of the questions that the call centers declined to answer in the diagnostic. Please see Appendix A to reference the specific question: KidCare Outreach (ACS): declined to answer questions D2-D3, D6-D9, D15-D16, D42, I1-I9 (The answer to question D1 was provided; however, BearingPoint was asked not to publish the answer in this assessment.) 1 The Contractor (ACS) allowed a limited two-hour site visit with no CSR shadowing. All other call center site visits averaged eight hours and included CSR shadowing. Page 6

10 Chapter 2 Background Enrollment Enhancement (ACS): declined to answer questions D2-D3, D6-D9, D15-D16, D42, F26-F47, I1-I9 (The answer to question D1 was provided; however, BearingPoint was asked not to publish the answer in assessment.) MediKids (ACS): declined to answer questions B5, B7-B9, D2, D3, D5, D6-D9, D14-D16, D19-D42, E1-E9, F1-F66, E1-E5, I1-I9 (The answers to questions B4 and B6 were provided by the AHCA Contract Administrator for this call center) Call Center Materials Various call center materials, such as quality monitoring scorecards and additional call center statistics, were also given to BearingPoint for purposes of assessment and discovery. A list of initial materials requested is cited in section I of the diagnostic survey in Appendix A. KidCare Outreach (ACS), Enrollment Enhancement (ACS) and MediKids (ACS) declined to provide call center materials. 2.3 KidCare Background The Florida KidCare Program was established in 1998 to provide health insurance for qualifying uninsured children who reside in the state of Florida. Although the term KidCare is used as the official name of the program, four separate programs act as a partnership to provide services to Florida families. Exhibit 2.1 below illustrates KidCare s four separate programs: MediKids - health insurance program for children ages 1-4, administered by the Agency for Health Care Administration (AHCA) Florida Healthy Kids - health insurance program for children ages 5-18, administered by Florida Healthy Kids Corporation (FHK) KidCare Medicaid - free health insurance program for children ages 0-18, administered by the Department of Children and Families (DCF) Children s Medical Services Network (CMSN) - a program for children ages 0-18 who have special behavioral or physical health needs or on-going medical conditions, administered by the Department of Health (DOH) Page 7

11 Chapter 2 Background Exhibit 2.1 KidCare Programs Florida KidCare Program MediKids Florida Healthy Kids KidCare Medicaid Children's Medical Services Network Although KidCare is comprised of the four programs above, there are six call centers assessed in this study that provide KidCare program information and customer service to current and prospective members. Some call centers, such as MediKids (ACS), provide services for program members in only one of the KidCare programs. In other cases, a call center such as Member Services (DHACS) provides services to all four KidCare program members. The six call centers are administered by four separate entities, with some entities managing one call center, while others manage up to three separate call centers. Two call centers operate within their administering agency or non-profit organization and the remaining four contract their call center functions to an external entity (ACS) or a Third Party Administrator (DHACS). The summary descriptions below describe who administers each call center, which program(s) the call center assists, as well as a brief description of their services. Member Services (DHACS) - Administered by the Florida Healthy Kids Corporation, this call center is operated by the Third Party Administrator, Dental Health Administrative and Consulting Services (DHACS), and serves as the primary source of information for MediKids, Florida Healthy Kids and CMSN programs. It provides assistance on information pertaining to application status, eligibility determination, the enrollment process, cancellation letters, late payments, premium payments, collections and posting. Page 8

12 Chapter 2 Background KidCare Outreach (ACS) - This call center is administered by DOH, who contracts services to Affiliated Computer Services, Inc. (ACS). The main functions of this call center are to provide general KidCare program information, distribute KidCare applications and file complaints and grievances. The KidCare Outreach (ACS) call center phone number is printed on all KidCare outreach materials. MediKids (ACS) - Administered by AHCA, this call center, like KidCare Outreach, is also contracted to ACS. The main function of this facility is to assist MediKids callers in HMO choices, if requested, and enter decision information into the system. KidCare Medicaid (DCF) - This call center is administered and maintained internally by the Department of Children and Families. CSRs help solve problems between KidCare programs and families and provide general KidCare Medicaid information to callers, in addition to application status and explanations for approval or denial of KidCare Medicaid benefits. Enrollment Enhancement (ACS) - This call center is administered by FHK and is also contracted to ACS. There are two main functions of this call center: New Enrollee Calls: Customer Service Representatives (CSRs) call all Florida Healthy Kids newly enrolled families to welcome them to the program, answer questions, encourage timely premium payment, and update family information when needed. A total of five attempts are made to contact newly enrolled families. Birthday Calls: CSRs make one attempt to call Florida Healthy Kids families whose child has a birthday in that month. CSRs wish the child a happy birthday and inform parents of seasonal preventative health measures, such as cold and flu season awareness and immunization shots. Credit Card Payments (FHK) - Administered and run internally by the Florida Healthy Kids Corporation, this call center processes credit card payments for program members paying premiums. In addition, it also processes credits for families if insurance coverage was purchased for future months and the child becomes disenrolled in a KidCare program, thus, not able to use the purchased coverage. Information pertaining to the assessment of and recommendations for this call center are found in Chapter Seven of this report. Page 9

13 Chapter 2 Background Exhibit 2.2 below displays basic information pertaining to each call center assessed. Exhibit 2.2 KidCare Call Centers Summary KidCare Call Centers Member Enrollment General Services KidCare KidCare Enhancement Information (DHACS) Medicaid (DCF) Outreach (ACS) (ACS) MediKids (ACS) Administrator Florida Healthy Kids Corporation Department of Children and Families Department of Health Florida Healthy Kids Corporation Agency for Health Care Administration Contractor/ TPA DHACS N/A ACS ACS ACS Phone Number N/A Hours of Operation 8am-6pm EST 8am-5pm EST 8am-8pm EST 11am-8pm EST 8am-6pm EST Inbound/Outbound Inbound Inbound Inbound Outbound Inbound Average Number of CSRs 31 5 Declined from having this data printed in assessment Declined from having this data printed in assessment 13 Annual Calls Handled Average Call Talk Time Average After Call Work Time Abandonment Rate 603,284 88, , ,331 90,900 03:49 03:18 02:14 01:11 04:01 00:30 N/A 00:00 00:00 00: % 15.33% 3.60% N/A 2.43% Notes: * The name of the contractor, if applicable, of each call center is written in parentheses after each call center name. For example, ACS is the contractor in the case of the MediKids call center. * Total Calls Handled and Number of CSRs are from the period of 12/01/01-11/30/02. * Number of CSRs is an average of the number of full-time equivalent employees for the duration of one year (12/02/02-11/30/02). * KidCare Medicaid (DCF) does not track average After-Call Work Time. * The Member Services call center run by Affina had an average of 46 CSRs and 3 Supervisors over the period of 12/01/01-11/30/02. * All other data in Exhibit 2.2 is derived from the diagnostic survey answers. Page 10

14 Chapter 3 Call Center Operational Elements 3.0 Call Center Operational Elements Exhibit 3.1 is a visual representation of the major call center operational elements and their interaction with the customer in the call center environment. This illustration is not meant to be representative of any of the KidCare program call centers; instead, it serves as a generic representation of the operational elements of most full-scale call centers. Exhibit Call Center Operational Elements 7 Major Operational Elements of a Call Center Management Workforce Management Training Quality Monitoring Customer Service Representative Reporting Customer (Not an operational element) Technology As Exhibit 3.1 illustrates, there are varying call center operations that precede the actual servicing of a customer. Good customer service is dependent upon each of the seven elements being properly planned and carried out. The arrows that move from one operational area to another in Exhibit 3.1 illustrate how there is always a degree of integration and influence between the operational areas of a call center. While BearingPoint recognizes that there is interdependence of the operational elements, Page 11

15 Chapter 3 Call Center Operational Elements this report has assessed the call centers in each area separately in order to effectively illustrate improvement areas that are detailed enough to be actionable. This chapter describes each operational element and its interaction with other elements in a call center. 3.1 Management Description. Management of a call center is a broad term that captures the high and low level personnel that influence call center operations. High-level personnel may include decision makers, such as a State Agency Contract Administrator or the President of a private call center outsourcing company. Despite the fact that their day-to-day contact with the call center may be rare, these individuals are included in this category because their management philosophy and decisions will ultimately affect the operations of the call center. In a more closely related position to the daily activities of a call center are Call Center Managers and Supervisors. Their direct leadership and guidance with the CSR influences the performance of the call center as a whole. The Call Center Manager and Supervisor are often managing in an environment guided by the mandates of a Contract Administrator or President of a company. Call centers sometimes have Managers leading functional departments such as training and quality monitoring. These Managers may be peers or subordinates of the Call Center Manager. They have direct influence over department processes affecting the success of the call center. Interaction. As indicated in Exhibit 3.1, management drives and influences other operational elements such as workforce management, training and quality monitoring. Management controls budgetary and strategic decisions that flow down to influence other functions, such as, but not limited to, staffing and scheduling for workflow estimations, training requirements, and quality monitoring standards. In addition, management also directly influences the work of CSRs, as they have CSR oversight and may interact with them on a daily basis. Management is the element that sets the pace and tone for all other operational elements. The quantitative results of the call center s performance are communicated back to management through reporting applications, which in turn, allows Page 12

16 Chapter 3 Call Center Operational Elements management to adjust or reinforce their decisions and pass them down through the continuous flow of operations. 3.2 Workforce Management Description. Workforce management (WFM) is a two-step process. The first step is forecasting anticipated call volume at a call center taking inbound calls and forecasting the number of calls to be made for outbound call centers. The second step is the creation of a CSR staffing schedule to handle forecasted call volume while maintaining performance metrics. There is usually a small group or a single individual that handles the full time job of WFM analysis. The most challenging aspect of WFM is forecasting call volume. Accurate forecasting requires a balance of mathematical analytics, historical call volume data, as well as experienced premonition. One of the most commonly used formulas to forecast call volume is the Erlang C equation. This equation improves the accuracy of call volume forecasts by accounting for random call arrival patterns when predicting call wait times. Furthermore, it predicts call wait times based on the following elements: The number of agents The number of callers waiting to be serviced The average amount of time it takes to serve each caller Erlang C can also predict the resources required to keep call wait times within target limits. Erlang C is widely available in the form of free or low cost PC based calculators, and is currently built into virtually all of the full-blown workforce management software packages. Interaction. As Exhibit 3.1 demonstrates, WFM is heavily influenced by management decisions. Call center performance metrics set by management serve as the ruler that WFM staff must consider when creating staffing schedules. At the same time, budgets set by management can potentially restrict the amount of staff that can be deployed to reach performance goals. In turn, CSRs are directly affected by the schedules created by WFM Managers, while customers are indirectly affected by their decisions. Page 13

17 Chapter 3 Call Center Operational Elements 3.3 Training Description. The traditional philosophy behind call center training departments is a focus on CSR performance, as it has a direct influence on customer service. CSRs are trained in program specific knowledge, technology, and other CSR specific skills. However, the call center training industry is expanding to include courses geared toward call center management and specific analytics, such as call forecasting, in addition to the traditional focus on CSRs. Interaction. Budgetary and strategy mandates set by management determine the scope of training carried out by a call center Training department. Training also works closely with the Quality Monitoring department to retrain CSRs that have deficiency areas identified by the quality monitoring process. 3.4 Quality Monitoring Description. Quality monitoring is the process of randomly selecting live phone calls handled by CSRs and listening to them to assess CSR performance. Quality monitoring is designed to increase customer service levels of a call center. Quality monitoring is especially important when CSRs have access to private information or are dealing with sensitive issues, such as healthcare. In situations such as these, compliance to the performance standards set by a call center is extremely important. Through quality monitoring, a call center can effectively assess the level of compliance for CSRs. More advanced quality monitoring technology enables the monitor to view a recording of the CSR s desktop screen actions. Thus, the CSR can also be assessed in appropriate use of the desktop functionality. Examples of elements that are usually graded in quality monitoring include, but are not limited to: accuracy of content given, politeness/professionalism, pace of speech, and call talk time. Interaction. The frequency of quality monitoring is often determined or approved by the management of a call center. Management will also influence the strictness of quality monitoring standards and grading. Quality Monitoring departments will also interact with Training departments to communicate observed deficiency areas of CSRs. In addition, it is important for Quality Monitoring staff to be regularly trained on CSR technical and knowledge skills so they can appropriately assess CSRs. Depending on the responsibilities of Supervisors or the Page 14

18 Chapter 3 Call Center Operational Elements Training department, quality monitoring staff may retrain CSRs directly, or at least discuss monitored scores with them in person. 3.5 Customer Service Representative (CSR) Description. CSRs are often the first and only line of communication for a call center. The quality of CSRs skills is a reflection of the quality of that call center. There is a comprehensive set of operations that operate behind the scenes at a call center in order to facilitate the CSRs ability to offer good customer service. When evaluating the CSR category of a call center, this assessment considered the CSR working environment, call processes, job complexity and actual performance observed. Interaction. As Exhibit 3.1 illustrates, call center management, workforce management, training and quality monitoring are all elements that directly influence the activities of a CSR. The interaction of these elements with the CSRs facilitates the ability to offer good customer service when on the phone with a caller. In turn, the ability of the CSRs to translate all of their training and monitoring into good service is measured by various reporting devices within the call center. 3.6 Reporting Description. Call center reports are most often generated by one of two possible pieces of basic call center technology, either an automatic call distributor (ACD) or a predictive dialer. ACDs and predictive dialers both enable call centers to control the flow of calls either arriving or departing the call center. The difference between the two pieces of technology is whether they control inbound or outbound calls. At an inbound call center, the ACD routes calls into a queue for the calls to wait until a CSR can handle them. At an outbound call center, a predictive dialer controls the dialing of phone numbers and routes successfully dialed calls to the CSRs for handling. Thus, due to the fact that ACDs and predictive dialers are the primary technologies that handle routing calls, they can easily track the volume and statistical characteristics of the calls at the call center. ACD and predictive dialer reports reflect basic call statistics, such as call volume, call handling times, average speed of answer, abandonment rate, talk time and hold time. Depending on the sophistication of the ACD and the reporting software used, a call center may be able to report Page 15

19 Chapter 3 Call Center Operational Elements other in-depth call statistics. Beyond ACD and predictive dialer reporting, call centers may also produce reports from other applications or manual records, such as: CSR training test scores reports WFM forecast reports WFM forecast accuracy reports WFM schedules Training content changes reports Quality monitoring reports CSR schedule adherence reports Customer satisfaction reports All of these reports illustrate different aspects of daily performance, as well as call center trends. Subsequently, management is able to utilize the reports to adjust or reinforce operational techniques. Interaction. Primary reporting is created from CSR interaction with callers. Thus, since ACDs or predictive dialers are essential to the CSR and caller interaction, they are the main technology to capture report data. Other reporting software may interface with the switch or ACD to create more easily read reports that will be utilized by call center management to check performance status and create forecasts for the call center. Applications specific to call center departments, such as training software, WFM software, or quality monitoring software may directly produce reports that are given to management on a regular basis. 3.7 Technology Description. Technology underlies most call center functionality and serves as the backbone of the call center. Some typical call center technologies are: Interactive Voice Response (IVR) Unit - This recording usually serves as the first line of communication to callers when they reach a call center and it responds to caller entered digits or speech recognition in menu form. Page 16

20 Chapter 3 Call Center Operational Elements Automatic Call Distributor (ACD) - This specialized telephone system is used in incoming call centers to answer, queue and distribute calls. It can also play an announcement after callers have been in queue for a set amount of time. Most ACDs can produce reports about basic statistics of a call center. Some call centers choose to print reports directly from the ACD or will use reporting technology to integrate with the ACD to produce clearer reports. Quality Monitoring (QM) Applications - QM applications are used to assist the call center in quality monitoring. QM applications usually have the ability to automatically record and store calls for later retrieval and may have the ability to view the CSR s desktop navigation on a call. In addition, some applications may also house QM scorecards online. Workforce Management (WFM) Applications - WFM applications are used to assist the call center in forecasting and CSR scheduling. WFM applications usually use built in analytics with the Erlang C equation to derive accurate call volume forecasts and can also consider historical call patterns. E-Learning or Training Applications - E-Learning and training applications facilitate the education of call center personnel through easily updated and individualized training courses. Some E-learning applications are web-based and accessible at any desktop with Internet access. Interaction. Call center technology can enhance the centers performance levels, as well as directly influence the customer experience. Thus, as represented in Exhibit 3.1, technology is an operational layer that touches upon all other operational elements of the call center. It is directly affected by management decisions, as well as used by management to carry out their job responsibilities. Other departments within the call center and corporation rely on technology to facilitate their actions. Ultimately, the performance of a call center s technology will affect the perceived level of customer service by customers. Page 17

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