Officer Delegated Decision Report - Procurement

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1 G a t e w a y T h r e e For all procurement awards, waivers, contract extensions and variations Upgrade to NICE call recording system in the Lambeth Service Centre to deliver NICE Perform Analytics Release 3 capability. A variation to the CNIP contract is involved Contract Requisition Number C Wards All Report authorised by: Mike Suarez, Executive Director Finance & Resources Report Prepared and Submitted by: Allan Drew Divisional Director Customer Services, Is this report for a request to recommend approval for a waiver to procurement rules? Yes No PB Date: 26 Aug SPB Date: Department: Cost centre no. Business unit: Name, phone and mobile numbers of Presenter: Finance & Resources C4110.C1019.C Administrative buildings Allan Drew, , N/A Executive Summary The purpose of the document is to complete the procurement of NICE Perform Analytics Release 3 ( Analytics ) software for the NICE Call Recording system through a variation of the BT Nortel CNIP solution contract. Currently the Customer Services Division uses call recording to record all customer interactions (1.4 million calls per year). This function provides the data required to: 1

2 1. Maintain/improve the quality of call handling and customer interactions and; 2. For regulatory, audit and finance transaction handling purposes. Without this call recording the Council will be open to lower levels of quality at the point of contact with customers, and have a reduced capability to support audit, anti-fraud and regulatory issues should they arise. Whilst a very basic level of analytics exists in the Call Recording system already procured (see above), the Analytics package offers significant additional benefits in all the areas mentioned. Most importantly, it provides an extensive capability to analyse calls to aid business improvement across all of Lambeth s end-to-end service delivery operations. By using this system, and working end-to-end with our internal customers and contractors, Customer Services will be able to improve our standard of service to customers thus strongly contributing to Lambeth operating at 4 star performance levels. Summary of Financial Implications The investment for this upgrade is 140,678 +VAT. There is a non-recurring cost of 113,458 attributable to capital and annual software and support charges of 27,220 attributable to revenue. The capital budget exists in BU147 which is part of Corporate Facilities Management and the revenue budget exists in BU 123. Both Bus are part of Customer Services Division The converged network infrastructure project (CNIP) has a 5 year value of 8,035,453. Variations on this contract so far amount to 579,878 so the proposed variation is within the contract variation limit of 50%. The CNIP contract runs for 3 years from 31/10/2006 with an option to extend by another 2 years. It is expected that the support charges for this project will commence from 1 October Support charges until the end of the 5 year term would equate to 25 months (until 31 October 2011) or 56,708. Reason for Exemption from Disclosure N/A Recommendations 1. That British Telecommunication PLC is awarded the variation to the CNIP contract to supply NICE Perform analytics Release 3 upgrade for the price of 140,678+VAT. The contract to run until renewal of the CNIP contract on 31 October 2011 Approvals I have seen this report and approve it for onward submission to PB and or SPB: Signature Allan Drew Departmental Divisional Director Date 2

3 I approve the above recommendations: Signature Mark Nicholson Chair of the Procurement Board Date Delegated Authority I / We approve the above recommendations: Signature Jonathon Williams A/ Executive Director Finance & Resources Date Signature Jason Hinton, A/Divisional Director Resources Finance & Resources Date Please be sure to complete the signatory information (name and title) above. Scheme of Delegation Note: For total contract values within the thresholds listed below, the relevant signatories must sign this report. (For variations consider the total contract value including the variation amount.) Over 10 million More than 1 million up to and including 10 million More than 100,000 up to and including 1 million More than 50,000 up to and including 100,000 Up to and including 50,000 Executive Director of Finance and Resources Executive Director and Divisional Director of Resources Divisional Director and Divisional Director of Resources Head of Service or Assistant Director Business Unit Manager or other Manager Declarations of Interest (or exemptions granted): Yes None X Interest or Exemption Declaring Officer s Name (Add or subtract rows as needed) Consultation Name of person consulted Department or Organisation Date sent Date response received Report section reference 3

4 INTERNAL David Ashmore Ed Garcez Divisional Director Revenues & Benefits Divisional Director ICT Services 30/7/08 15/8/ /7/ Peter Redman CE Lambeth Living 30/7/08 18/8/ Owen Barclay Department of Legal and Democratic Services 18/3/09 20/3/ Jason HInton EXTERNAL (Enter external name here) Divisional Director Resources (Enter external organisation name here) 18/3/09 14/7/ Report History Is this a Key Decision ( 500k+), a Non-Key Decision or For Information? If a Key Decision ( 500k+), enter the date it was first entered into the Forward Plan: If the answer to the above is No, state the reason at right: Key Decision x Non-Key Decision For Information (Enter date here) Background Documents List here any relevant background documents. These will include PIDs, the Procurement Business Case and Procurement Strategy Report, officer research and advice documents which Members or the public may request from the report author and any consultant s evaluation documents. List previous reports to departmental Procurement Board and Strategic Procurement Board with their dates. State if any of the documents are confidential. Appendices If appendices are essential to the understanding of the report, list titles here. Insert any departmental specific appendices. Ensure that appendices have proper titles. State if the Appendices are contained in the confidential Part 2 of the report. 4

5 1.0 Context 1.1 The Lambeth Service Centre (LSC) records all telephone calls it receives (in excess of 1.4 million calls in 2008). These call recordings are used mainly for training purposes -- assessors listen to a number of calls for every agent every month and score these calls for compatibility with our customer experience definition. Agents are then coached on how well they perform and improvement becomes a part of their day to day working. As part of the converged network infrastructure project (CNIP) the call recording system used in the LSC was replaced. The system chosen is manufactured by a company called NICE and is known as Perform 3. The call recordings in the LSC contain much information about the effectiveness of the call centre and the associated service delivery process such as a bulky item disposal, parking, housing repairs etc. By analysis of these calls we could identify how many telephone calls were repeated calls and the reasons why the customer was calling us again; we would know about complaints of quality of workmanship by our contractors and we would know whether our appointment dates were being kept effectively or not. However, the manual effort required to analyse even a sample of the 1.3 million received calls per year would be enormous. To address this problem NICE has developed a voice recognition system which will, with suitable programming, enable automatic categorisation of recorded calls and provide Lambeth with insight into why customers find it necessary to contact us a number of times about service delivery. This variation is for the purchase of the NICE upgrade (Perform Analytics Release 3) to enable the automatic analysis of all call recordings. 1.2 We have carried out some significant analysis of our service delivery processes particularly in the area of housing repairs. We have found that the reactive housing repairs process appears to generate significant amounts of work over and above the work required to simply repair housing defects. For example we know that the LSC issued approximately 54,000 repair Works Orders in Yet the LSC handled in excess of 185,000 in-bound telephone calls associated with these Works Orders. So on average each fault results in nearly three and one half incoming calls. These results were compared with housing repairs in Southwark and if anything Southwark was slightly worse than performance in Lambeth. In a perfect service delivery operation each customer would only need to contact us once. In such a perfect operation (admittedly unlikely to be achieved in the short term) the costs of handling telephone calls alone would fall by two-thirds. There is strong evidence from complaints etc. that customers are calling us to complain about missed appointments, the workmanship by contractors, poor diagnosis by the call centre etc. These problems result in a significant cost of failure which is widespread throughout Lambeth service delivery processes and represents a significant opportunity for cost saving and service improvement. Voice recognition technology has been successfully implemented in the Revenue & Benefits division and garnered favourable results, in terms of reducing fraud and error, as well as fast-tracking low risk claims. This joint venture with the DWP is now being scaled up to include 21 local authorities across the UK and forms part of central and local government s drive to divert scarce resources to where they are need most. 2.0 Proposals and Reasons 2.1 Since we had already purchased that NICE Perform 3 call recording system it made sense to only consider purchasing the advanced analytics upgrade from NICE. Although in theory other companies could provide an analytical capability, in practice the risks of ensuring technical 5

6 compatibility between the call recording and the analytical platforms are not worth taking. By retaining all call recording functionality within one suite of products effective and speedier deployment is assured. 2.2 To assess the capability of Analytics we undertook discussions with other users. Since this capability is very recent, no other local authorities in the UK have deployed Analytics. The reference site NICE had available was WPS insurance in the US. A telephone discussion with the system manager at WPS revealed that the implementation had been very successful and Analytics had improved the operation to the point where the costs were recovered in less than 12 months. To further test the capability we provided NICE with a sample of 453 call recordings made in the LSC on the housing repairs process. The results from this sample were quite remarkable showing for example that 22 percent of the calls were actually repeated calls from customers who had problems with repairs cases. Additionally, the major reasons for the calls were difficulties associated with plumbing and carpentry. Finally NICE were able to show particular areas of our work which certain agents were not fulfilling as well as they could compared with their peer group. Overall this test was most impressive and showed that Analytics could potentially provide huge improvement opportunities to service delivery in Lambeth. 2.3 Below is a breakdown of the Value for Money elements. The savings that can be made are shown below as cashable and non-cashable savings. The savings arise from the following key reasons- Improved first call resolution Reduced call handling time Reduced escalations Cashable savings Capital cost is 114k. Over a 3 year period the capital cost is more than recovered costs savings net saving Year 1 0 (80000) Year (70000) Year (70000) total (220000) Non-cashable savings Cashable Savings: (3 years) Non-Cashable Savings: Comments from Executive Director of Finance & Resources 3.1 Customer Services propose to purchase the provision of Interaction Analytics software, to provide accurate quantifiable business information. The cost of the software and implementation is estimated at 113,458. Of this amount 66,005 comprises software, and 47,543 comprises professional fees. This expenditure is deemed to be capital in nature. There is ongoing maintenance costs estimated to be 27,220 per annum, which are considered to be revenue costs. The capital expenditure is included within the Customer Services / Facilities Management capital programme, and ongoing revenue costs budgeted for within Customer Services Division. 6

7 4.0 Comments from Director of Legal and Democratic Services 4.1 The authority to award the contracts set out in this report has been delegated to the Divisional Director and Divisional Director of Resources. 4.2 The Council has adopted the Procurement Guide which governs all procurement activities conducted by officers. The Guide says that to assess the level of delegated power required for varying contracts the value of such variations should be added to the value of the original contract. The Procurement Guide also says that a contract may be varied where there are express terms in the original contract enabling such. Authorising Officers must ensure, before using their delegated powers, that, they have obtained the consent of the Departmental Procurement Board and the Strategic Procurement board as appropriate. 4.3 The EU procurement regime applies to the proposed award by virtue of the Public Contracts Regulations Under these Regulations where the services are set out in Schedule 3 part A the full application of the Regulation applies and the Council has a duty to publish a contract notice in the official journal but only if the estimated value of the contract exceeds 139,893. The original contract was the subject of a contract notice and the Regulations permit the variation of a contract without the publication of a contract notice where: Additional services are required from the contractor that through unforeseen circumstances has not been included in the original contract. It must be the case that the additional services: Cannot be technically or economically separated from the original contract without great inconvenience to the contracting authority, or Although separable, are strictly necessary for the completion of the original contract It should be noted that the aggregate value of all contracts must not exceed 50% of the value of the original contract 4.4 The Council s Constitution requires that all decisions, which require expenditure between the sums of 100,000 and 500,000, must be published in Officer s Decisions. In addition a copy of this report should be sent to the Committee Continuity Officer at least five clear day before the recommendation is acted upon 5.0 Results of Scrutiny and Consultation views. N/A 6.0 Organisational Implications Risk Management 6.1 The implementation of this capability improves our ability to control risk. With much more clarity around the reasons why customers are calling the council we will be able to respond much more quickly and get to the root cause of problems. In turn this ability will help improve customer satisfaction, reduce complaints and support the Administration s and CE s drive on Serving our customers well Equalities Impact Assessment 6.2 The EIA has concluded that Perform Analytics Release 3 will potentially deliver considerable benefit in the area of racial incident reporting and monitoring (BVPI 175 & 176). The ability to search calls for keywords will reveal racial and other equalities issues which currently go un-reported. In turn this will allow us to coach agents better to produce more accuracy and transparency in the area of equalities management at this key customer interface 7

8 Community Safety Implications 6.3 Currently we are not aware of any significant Community Safety dimension to the work of Customer Services. However, rather like equalities it will now be possible using Analytics technology to search all our received calls and identify whether Community Safety issues do in fact get reported to us in significant numbers. 6.4 N/A Responsible Procurement Implications Staffing & Accommodation Implications 6.5 There are no significant staffing implications associated with the implementation of Analytics Any Other Implications 6.6 None over and above the benefits already described 7.0 Timetable for Implementation 7.1 The table below shows the stages, milestones and deadlines for implementing the contract. No. Item Description Due Date 1 Research & benchmarking March June Technical assessment and compatibility Sept Quotation confirmed via BT Nov Agreement to proceed Dec Implementation March Live running April 2009 on 8.0 Contract Management & Monitoring 8.1 Contract management will be limited to ensuring that annual license payments of are maintained and any technical aspects are resolved under existing contracts with our key supplier, BT No. Item Description KLOE Due Date 1 Better customer service through reduced avoidable Perf mgt 3/2010 contact 2 Reduced complaints Perf mgt 3/

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