2009-26991 ResoRESOLUTION NO. 2009-26991
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI
BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE CITY MANAGER
PERTAINING TO THE RANKING OF PROPOSALS PURSUANT TO REQUEST FOR
PROPOSALS (RFP) NO. 08-08/09, FOR IMPLEMENTATION OF A CALL CENTER FOR
THE BUILDING DEPARTMENT; AUTHORIZING THE ADMINISTRATION TO ENTER
INTO NEGOTIATIONS WITH THE TOP-RANKED PROPOSER, INKTEL DIRECT; AND
SHOULD THE ADMINISTRATION NOT BE SUCCESSFUL IN NEGOTIATING AN
AGREEMENT WITH THE TOP-RANKED PROPOSER, AUTHORIZING NEGOTIATIONS
WITH THE SECOND-RANKED PROPOSER, C4 DIRECT SOLUTIONS ;AND FURTHER
AUTHORIZING THE MAYOR AND CITY CLERK TO EXECUTE AN AGREEMENT UPON
CONCLUSION OF SUCCESSFUL NEGOTIATIONS BY THE ADMINISTRATION.
WHEREAS, Request for Proposals (RFP) No. 08-08/09 for the Implementation of a Call
Center for the Building Department was issued on November 12, 2008 with an opening date of
December 15, 2008; and
WHEREAS, the RFP requested proposals to select a qualified company that provides a
fully equipped offsite call center, including all the necessary resources required to achieve an
abandon rate of less than 5%; and
WHEREAS, apre-proposal conference to provide information to the consultants submitting
a response was held on November 25, 2008; and
WHEREAS, BidNet issued bid notices to 119 prospective proposers, BidSync (Formerly
known as RFP Depot) issued bid notices to 32 prospective pooposers, and 48 proposers were
notified via mail, a-mail, and fax circulation, which resulted in the receipt of ten (10) proposals; and
WHEREAS, the proposal submitted by Glenn Costales was deemed non-responsive during
the review process performed by the Procurement Division, since it failed to provide cost related
information relative to the implementation of the call center for the Building Department; and
WHEREAS, the City Manager via Letter to Commission (LTC) No. 321-2008, appointed an
Evaluation Committee ("the Committee") consisting of the following individuals:
• Alex Rey, Director, Building Department;
• Dolores Mejia, Special Project Administrator, City Manager's Office;
• Marie-France Andre, Sr. Telecommunications Specialist, IT Department;
• Calvin Kohli, Resident and member of the Chamber of Commerce;
• David Nemitz, Resident and Leadership Academy Graduate; and
WHEREAS, on January 8, 2009, the Committee convened with the purpose of short listing
the nine (9) responsive proposals; and
WHEREAS, Alex Rey, Director of the Building Department, addressed the Committee and
provided general information on the scope of services; and
WHEREAS, the Committee discussed their individual perceptions of the proposers'
qualifications, experience, and competence, and ranked the firms being evaluated accordingly; and
~„~.
WHEREAS, a motion unanimously approved by the Committee to invite the following three
(3} highest ranked proposers to provide presentations:
1. Inktel Direct
2. Xact Telesolutions
3. C4 Direct Solutions, LLC; and
WHEREAS, on January 13, 2009, the Committee convened to hear presentations from the
three (3) proposers; and
WHEREAS, a motion was unanimously approved by the Committee to recommend Inktel
Direct as the top ranked proposer and C4 Direct as second ranked proposer; and
WHEREAS, the City Manager has considered the Committee's recommendation and
conducted his own due diligence and hereby recommends that the Mayor and City Commission
authorizes the Administration to enter into negotiations with the top-ranked proposer, Inktel Direct;
and should the Administration not be successful in negotiating an Agreement with the top-ranked
proposer, authorizing negotiations with the second-ranked proposer, C4 Direct Solutions, LLC; and
further Authorizing the Mayor and City Clerk to execute an agreement upon conclusion of
successful negotiation by the Administration.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND CITY COMMISSION OF
THE CITY OF MIAMI BEACH, FLORIDA, the Mayor and City Commission of the City of Miami
Beach, Florida accepting the recommendation of the City Manager pertaining to the ranking of
proposals pursuant to Request for Proposals (RFP) No. 08-08/09, for Implementation of a Call
Center for the Building Department; Authorizing the Administration to enter into negotiations with
the top-ranked proposer, Inktel Direct; and should the Administration not be successful in
negotiating an Agreement with the top-ranked proposer, authorizing negotiations with the second-
ranked proposer, C4 Direct Solutions, LLC; and further Authorizing the Mayor and City Clerk to
execute an agreement upon conclusion of successful negotiation by the Administration.
PASSED AND ADOPTED THIS 28th DAY OF January 2009.
ATTEST:
CITY CLERK M O
Robert Parcher Matti Herrera Bower
T:\AGENDA\2009\January 28\Consent\RFP-0&0&09 Call Center - Resolution.doc
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Condensed Title:
Accept the City Manager's Recommendation Pertaining to the Ranking of Proposals Pursuant to Request
For Proposals (RFP) No. 08-08/09, For Implementation of a Call Center for the Building Department;
Authorizing the Administration to Enter Into Negotiations With the Top-Ranked Proposer, Inktel Direct; And
Should the Administration Not Be Successful In Negotiating An Agreement With theTop-Ranked Proposer,
Authorizing Negotiations With the Second-Ranked Proposer, C4 Direct Solutions, LLC; And Further
Authorizing the Mayor and City Clerk to Execute an Agreement Upon Conclusion of Successful Negotiation
by the Administration to Not Exceed $200,000 Per Year For the First Three Years of the Contract and
$200,000 for Each Additional One Year Extension.
Ke Intended Outcome Su orted:
Increase Community Satisfaction with City Services;
Increase Resident Satisfaction with Em to ee Contact.
Supporting Data (Surveys, Environmental Scan, etc.): The 2007 Community Satisfaction Sutveyshows
9% of our residents and 11% of our businesses felt that eliminating the answering machine and better
communication were the most im octant thin s that the C' can do to im rove the Buildin De rtment.
Issue:
Shall the City Commission approve the City Manager's recommendation?
item
Funds in the amount of $100,000 from the Building Department Account # 011-1510-000312 are available
in the current fiscal year budget, from salary savings, sufficient for the eight months remaining in FY 2008-
09. Funding for the subsequent fiscal years will be appropriated as part of the budget process for each
applicable year.
During the pilot program, it is anticipated that the overall calls to be handled by the vendor will consist of
calls that previously went to voice mail and abandoned calls handled by the Automated Call Distribution
(ACD), as well as a portion of the calls currently answered by City employees, as callers will not have to wait
to have their calls answered.
At full implementation, we expect the number of calls to be answered by the selected call center, to range
between 50,000, and 80,000; the reason for the range is that we suspect that many of the 80,000 calls
currently received by the Building Department ACD are repeat callers who previously decided to hang up
before reaching an employee. The increased call taker capacity (offered by call centers) will result in more
calls being handled correctlyon the caller's first attempt. Therefore, the need for repeat callers, to call again
will be significantly reduced.
The City has two Building Department staff members assigned to answering calls. The annual cost of these
staff positions is approximately $128,000 per year, which is essentially the same as to the mid-range
estimate for full implementation. The estimated cost for this service at full implementation will range from
$100,000 per year (handling of 50,000 calls per year) to $160,000 per year (handling of 80,000 calls per
year) with amid-range estimate of $130,000 per year.
ACCEPT THE CITY MANAGER'S RECOMMENDATION.
Advisory Board Recommendation:
Financial Information:
Source of Amount Account Approved
Funds: 1 $100,000 Building Department Account # 011-
- 1510-000312 available in current
fiscal y~r budget FY 2008-09 from
sale savin s.
2
OBPI Total $100,000
Financial Impact Summa : N/A
C_ ity Clerk's Office legislative Tracking:
Gus Lo ez, Ext: 6641
Sign-Offs: ~
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City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov
COMMISSION MEMORANDUM
To: Mayor Matti Herrera Bower and Members of the City ommission
FROM: Jorge M. Gonzalez, City Manager
DATE: January 28, 2009
SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF
MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE CITY
MANAGER PERTAINING TO THE RANKING OF PROPOSALS PURSUANT TO
REQUEST FOR PROPOSALS (RFP) NO. 08-08/09, FOR IMPLEMENTATION OF A
CALL CENTER FOR THE BUILDING DEPARTMENT; AUTHORIZING THE
ADMINISTRATION TO ENTER INTO NEGOTIATIONS WITH THE TOP-RANKED
PROPOSER, INKTEL DIRECT; AND SHOULD THE ADMINISTRATION NOT BE
SUCCESSFUL IN NEGOTIATING AN AGREEMENT WITH THE TOP-RANKED
PROPOSER, AUTHORIZING NEGOTIATIONS WITH THE SECOND-RANKED
PROPOSER, C4 DIRECT SOLUTIONS ;AND FURTHER AUTHORIZING THE
MAYOR AND CITY CLERK TO EXECUTE AN AGREEMENT UPON CONCLUSION
OF SUCCESSFUL NEGOTIATIONS BY THE ADMINISTRATION TO NOT EXCEED
$200,000 PER YEAR FOR THE FIRST THREE YEARS OF THE CONTRACT AND
$200,000 FOR EACH ADDITIONAL ONE YEAR EXTENSION;
ADMINISTRATION RECOMMENDATION
Adopt the Resolution.
FUNDING
The recommended proposer has priced their services at $0.66 per minute per shared agent. It
has also provided the option to buy services on a per hour basis at a rate of $26.00 per hour
(equivalent to $0.43 per minute).
The estimated cost for this service at full implementation will range from $100,000 per year
(handling of 50,000 calls per year) to $160,000 per year (handling of 80,000 calls per year),
with amid-range estimate of $130,000 per year.
Additionally, the vendor has presented options for additional services that we may want to use.
They include:
• Voice Casting: Provide automated outbound calls informing clients of the status of
permits or the schedule of their inspection.
• E-mail Messaging: Receive and answer a-mails from and to clients.
• SMS/Text Messaging: Receive and answer text messages from and to clients.
• Live Chat: Inktel Direct agents can communicate with clients accessing the Building
Department via their website.
Commission Memorandum - RFP#08-08-09 For Building Department Call Center
January 28, 2009
Page 2
An allowance of up to $40,000 per year has been incorporated into the contract, at the City's
sole option, in the event that we may want to activate these services.
Funds in the amount of $ 100,000 from the Building Department Account # 011-1510-000312
are available in the current fiscal year budget, from salary savings, sufficient for the eight
months remaining in FY 2008-09. Funding for the subsequent fiscal years will be appropriated
as part of the budget process for each applicable year.
KEY INTENDED OUTCOME SUPPORTED
Increase Community Satisfaction with City Services.
Increase Resident Satisfaction with Employee Contact.
ANALYSIS
The City of Miami Beach Building Department wishes a four (4) month pilot followed by
implementation to assess its ability to improve its level of customer service by conducting a
pilot program that will handle all of the Department's overflow calls for a period of four (4)
months in an off-site call center.
Pending the successful completion of the pilot program, the City will have the sole option to
continue with the overflow calls or assigning all of the calls to the off-site call center. It is
anticipated that the successful proposer will negotiate with the City for a term contract with an
initial term of three (3) years, with an option to renew for two (2) additional one-year
extensions, at the City's sole discretion.
The Building Department has a permitting number, (305-673-7370), that is handled by an
Interactive Voice Response (IVR) system. This number receives an average of 77,000 calls
per year. This number is used by callers to schedule, cancel and listen to the results of permit
inspections without the help of a live person. This number also feeds calls to an Automated
Call Distribution (ACD) system which routes calls to the Building Department employees that
are logged in and available based on the input from the caller.
The Building Department main number, 305-673-7610, receives an average of 80,000 calls
per year. This number is answered by an additional IVR that offers general information so
callers can select where to route the call, and it also feeds calls to the ACD system.
The ACD receives approximately 80,000 calls per year. The employees are able to answer
only 42% of the calls. The remaining 58% of calls are either forwarded to voicemail (40%) or
end when the caller decides to hang up (18%).
During the pilot program, it is anticipated that the overall calls to be handled by the vendor will
consist of calls that previously went to voice mail and abandoned calls handled by the ACD, as
well as a portion of the calls currently answered by City employees, as callers will not have to
wait to have their calls answered.
At full implementation, we expect the number of calls to be answered by the selected call
center, to range between 50,000, and 80,000, the reason for the range is that we suspect that
many of the 80,000 calls currently received by the Building Department ACD are repeat callers
Commission Memorandum -RFP#08-08-09 For Building Department Call Center
January 28, 2009
Page 3
who previously decided to hang up before reaching an employee. The increased call taker
capacity (offered by call centers) will result in more calls being handled correctly on the caller's
first attempt. Therefore, the need for repeat callers, to call again will be significantly reduced.
Currently, the City has two Building Department staff members assigned to answering calls.
The annual cost of these staff positions is approximately $128,000 per year, which is
essentially the same as to the mid-range estimate for full implementation.
On November 5, 2008, the Mayor and City Commission approved the issuance of Request for
Proposals (RFP) No. 08-08/09 for Implementation of a Call Center for the Building
Department. The purpose of this Request for Proposals (RFP} was to select a qualified
company that provides a fully equipped offsite call center, including all the necessary
resources required to achieve an abandon rate of less than 5%.
RFP No. 08-08/09 was issued on November 12, 2008 with an opening date of December 15,
2008. Apre-proposal conference to provide information to the consultants submitting a
response was held on November 25, 2008.
BidNet issued bid notices to 119 prospective proposers, BidSync (Formerly known as RFP
Depot) issued bid notices to 32 prospective porposers, and 48 proposers were notified via
mail, a-mail, and fax circulation, which resulted in the receipt of following ten (10) proposals:
1. MIDCO CALL CENTER
2. NEW ORLEANS TELEPORT, INC D/B/A CALL PLUS
3. SIGNIUS COMMUNICATIONS
4. GLENN COSTALES
5. ALLIANCE COMMUNICATTONS
6. XACT TELESOLUTIONS
7. INKTEL DIRECT
8. LEXITEL COMMUNICATIONS LLC
9. ACCURATE COMMUNICATIONS
10. C4 DIRECT SOLUTIONS, LLC
The proposal submitted by Glenn Costales was deemed non-responsive during the review
process performed by the Procurement Division since it failed to provide cost related
information relative to the Implementation of the call center for the Building Department.
Therefore, only nine (9) proposals were presented to the Evaluation Committee members for
further review.
The City Manager via Letter to Commission (LTC) No. 321-2008, appointed an Evaluation
Committee ("the Committee") consisting of the following individuals:
• Alex Rey, Director, Building Department
• Dolores Mejia, Special Project Administrator, City Manager's Office
• Marie-France Andre, Sr. Telecommunications Specialist, IT Department
• Calvin Kohli, Resident and member of the Chamber of Commerce
• David Nemitz, Resident and Leadership Academy Graduate
Commission Memorandum - RFP#08-08-09 For Building Department Call Center
January 28, 2009
Page 4
On January 8, 2009, the Committee convened with the purpose of short listing the nine (9)
proposals; a quorum was attained. Alex Rey, Building Department's Director, addressed the
Committee and provided general information on the scope of services. The Committee
members were also provided with Performance Evaluation Surveys from all proposers.
The following Evaluation Criteria was used to evaluate and rank the groups or individuals:
1. Experience and quaycations of the proposer - 30 points.
2. Experience and qualifications of the individual(s) assigned to provide services
to the City-15 points.
3. Methodology and Approach to include the demonstrated ability to achieve the
city's objectives-15 points.
4. Cost/Fees - 30 points.
5. Past Performance Surveys -10 points.
The Committee discussed their individual perceptions of the proposers' qualifications,
experience, price and competence, and ranked the proposers being evaluated accordingly.
A motion was presented by Alex Rey, seconded by Dolores Mejia and unanimously approved
by all Committee members for invite the three (3) highest ranked proposers to provide
presentations:
1. Inktel Direct
2. Xact Telesolutions
3. C4 Direct Solutions, LLC.
On January 13, 2009, the Committee convened and a quorum was attained. The Committee
received presentations from the three (3) proposers and further discussed the proposers'
qualifications, experience, price, and competence, and ranked the proposers. In addition,
during the time that the Evaluation Committee had with each proposer, a "secret shopper" call
was made, to one of the companies that each proposer provides services to, in order to test
the response time, professionalism, customer services, and overall performance of the agents
providing the services on behalf of each proposers.
A motion was presented by Alex Rey, seconded by David Nemitz and unanimously approved
by all Committee members to recommend Inktel Direct for potential award for the
Implementation of a call center for the Building Department.
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INKTEL DIRECT 89 1 90.5 1 7 1 88 1 95 1 438.5 5
XACT TELESOLUTIONS 6 3 50.5 3 31 3 3 3 3 3 216.5 15
C4 DIRECT SOLUTIONS, 85.5
LLC 2 75.5 2 62 2 63 2 79 2 365 10
Commission Memorandum - RFP#08-08-09 For Building Department Call Center
January 28, 2009
Page 5
INKTEL DIRECT 5
XACT TELESOLUTIONS 5
C4 DIRECT SOLUTIONS,
LLC
5
Motion Presented by Alex Rey (Chair Person),
seconded by David Nemitz and unanimously approved
by all Committee Members.
Watson Rice Report Recommendation
~ RANKING ORDER ~
INKTEL DIRECT
2
C4 DIRECT SOLUTIONS, LLC
3
XACT TELESOLUTIONS
Consistent with the Administration's findings, Watson also found a large percentage of call not
being answered and as a result the department's image suffers and customers are unserved
and are frustrated. Staffing limitations prevent the department from assigning more resources
to this function. Although a vital function of the department, it is not a function that the City has
to perform internally. The function could be easily contracted-out for various reasons
including, but not limited to;
1. It is not a "core" function of the department.
2. It is a support service.
3. An outside contractor has the flexibility to easily assign more staffing to the function, as
call volumes dictate.
As with any proposed outsourcing opportunity, the City should make a thorough cost/benefit
analysis and an organizational analysis to insure that the effects of an outsourcing effort are
understood, prior to making the formal decision to outsource.
Inktel Direct
Inktel Direct was founded in 1997 and services several Fortune 500 companies, government
agencies, and leading brands. Inktel Direct is headquartered in Miami with additional
operations in Chicago and Ft. Lauderdale.
Inktel Direct has particular expertise in the call center industry, maintaining ongoing
relationships with a variety of assiciations, commodity boards, manufacturers and distributors.
In addition, ongoing work for Broward County Waste and Recycling Services and the Greater
Fort Lauderdale Convention & Visitors Bureau. Other current Inktel Direct clients are the
following: U.S. Marine Corps, Direct Energy, Johnson & Johnson, USA Today, and Office
Depot. Inktel Direct has over 400 employees residing in Florida.
Inktel Direct proposes a flexible and responsive approach with an added value local
community understanding. Inktel Direct will provide a call center team with 100% bilingual
(Spanish/English) agents for the City of Miami Beach Building Department. Inktel Direct
corporate office is located in Miami Lakes, less than 18 miles from the City of Miami Beach,
which will allow for customary on-site training, accessible program review and continuous face
to face communications.
Commission Memorandum -RFP#08-08-09 For Building Department Call Center
January 28, 2009
Page 6
Inktel Direct is committed to guiding the Building Department from just answering call and take
it to the point where its communications with its clients will be proactive in nature. Inktel Direct
at a minimum, will answer 99% of all calls received by the Building Department and bring the
abandoned rate to below 1 %.
• Inktel Direct will provide automatic call distribution with full reporting capabilities
utilizing Avaya S8700 Switch with CMS Supervisor as its complete contact center
solution.
• Inktel Direct has the ability to handle between 50,000 and 80,000 calls a year during
full operations and approximately 25,000 per year during the pilot program. Inktel
Direct currently handles 1.4 million inbound calls annually.
• Inktel) Direct will provide a knowledge base system to provide proper and consistent
responses to the Building Department's clients. Inktel Direct utilizes SupportSuite as its
knowledge base software.
• Inktel Direct will provide a seamless telephone interface. Inktel Direct handles call on
behalf of over 30 clients on a daily basis. The agents present themselves as
employees of the accounts they work on to the end customers.
• Inktel Direct will provide the ability to remotely monitor the interaction between callers
and agents. Inktel Direct offers 100% digital recording which would allow the City web
access to listen live and recorded calls.
• Inktel Direct will provide a customer agent assessment mechanism at the City's option.
The web portal will have a scoring tool that will allow scoring the performance of the
agent based on business rules established by the Building Department.
• Inktel Direct offers full reporting capabilities. The Building Department will be able to
access their reports via a secure and personalized website or delivered via a-mail. The
information in the reports will be based on real time data.
• Through its Avaya technology, Inktel Direct will be able to provide TDD for the hearing
impaired citizens calling the Building Department.
Additionally, some future enhancements that Inktel Direct can provide to the Building
Department are the following:
• Voice Casting: Provide automated outbound calls informing clients of the status of
permits or the schedule of their inspection.
• E-mail Messaging: Receive and answer a-mails from and to clients.
• SMS/Text Messaging: Receive and answer text messages from and to clients.
• Live Chat: Inktel Direct agents can communicate with clients accessing the Building
Department via their website.
CONCLUSION
A Resolution of the Mayor and City Commission of the City of Miami Beach, Florida accepting
the recommendation of the City Manager pertaining to the ranking of proposals pursuant to
Request for Proposals (RFP) No. 08-08/09, for Implementation of a Call Center for the
Building Department; Authorizing the Administration to enter into negotiations with the top-
ranked proposer, Inktel Direct; and should the Administration not be successful in negotiating
an Agreement with the top-ranked proposer, authorizing negotiations with the second-ranked
proposer, C4 Direct Solutions, LLC; and further Authorizing the Mayor and City Clerk to
Commission Memorandum - RFP#08-08-09 For Building Department Call Center
January 28, 2009
Page 7
execute an agreement upon conclusion of successful negotiation by the Administration to not
exceed $200,000 per year for the first three years of the contract and $200,000 for each
additional one year extension.
T:\AGENDA12009Wanuary28\ConsenflRFP-08-08-09CaII Center- Memo.doc
SECTION 5
Inktel Direct's is the best qualified choice for the Building Department based on our experience, technology
and our people.
EXPERIENCE
Our eleven years of experience managing inbound customer service calls gives us the knowledge necessary
to be ready on day one. We are still servicing clients that we began doing business with in our first year of
operation. It has become natural for our clients to increase the size of the relationship with us as they begin
to understand that the more programs they give us the better focused they can be on their internal operations
and core services.
By capitalizing on our experience, the Building Department will be able to have a program that takes care
of the immediate needs and grows to become a proactive program. Our company has several distinct
advantages we can offer the Building Department, including the primary points listed here:
'~ ~ r.': The program's success and the value
of the partnership is based on the people involved. The
Inktel Direct management team can offer the Building
Department the following combination that not all of our
competitors can offer:
O Commitment and involvement of the ownership
team: Inktel Direct is a privately-held business that is
operated by its managing owners. The owners of the
company will be involved in the contract negotiation,
implementation and ongoing management of your
program. We are making a commitment to the success
of the Building Department program and will allocate the
necessary resources to surpass our client's expectations.
O Experienced Staff: The management team handling
the Building Department account as well as the day-to-
day operation of the program has decades of industry
experience. The core management team has worked
together for an average of 8 years. The competence of
this team transcends individual capacities to work together
as a single, high-performance unit that delivers excellence.
O Performance Management: We have the talent needed to assess progress toward achieving the
Building Department's goals. Inktel will build the process, add the relevant communication and act upon the
process achieved.
10
SECTION 5
We have built our business on our earned reputation as an excellent Call
Center company and specifically for the Building Department we bring the following advantages:
O Relevant Experience: We have managed several customer service call center programs for many of
America's leading and most respected companies. Our team has worked on several relevant programs -we
understand this business and have a solid track record for delivering results. Inktel's experience ranges from
leading organizations such as,Johnson and Johnson, the United States Marine Corps, St. dude Children's
Research Hospital, Embarq, USA Today and many more.
O Inktel's Manager will review contractual performance and operations in real time.
O Inktel will provide a weekly project status report which includes a discussion of issues, difficulties and
future plans relating to the project and any other relevant information.
O At a minimum, Inktel will answer 99% of all calls
received by the Building Department. This percentage will be
measured on a daily basis.
O Inktel will analyze the performance reports on a daily
basis and involve client in all performance reviews.
O Inktel will provide a quarterly administrative summary
that includes a performance review and a review of the
number of employees hired, trained and terminated. This report
will also summarize any trends as well as new initiatives.
TECHNOLOGY
Inktel existing infrastructure is the best in the call center
business. We have the capacity to handle all the calls that
the come to the building department and bring the abandon
rate to below 1 %. We have the knowledge base that will
allow us to provide timely and accurate information. We
have the reporting tools to allow the Building Department to
understand the nature of calls coming in and identify trends.
All of our agents work at either our Miami Lakes or our Ft.
Lauderdale Call Centers. Inktel does not use home based or
offshore agents thereby allowing us to provide better training,
supervision and support to our agents. At our two call centers,
our agents are constantly monitored and coached so they can
provide the best service possible. This approach allows us to
provide the highest level of accessibility and accountability.
All of our technology and people are protected by our Disaster Recovery Plan. This plan will insure that even
in the event of a major incident, Inktel Direct will be able to continue its operations. A copy of our Disaster
Recovery Plan has been included in the Appendix of this RFP.
11
SECTION 5
Inktel's experience with multiple ACD systems and Call Management Systems will ensure that incoming calls
are managed effectively and with the highest levels of efficiency. Inktel's operations team is comfortable with
the IT requirements explained in the RFP.
Inktel Direct utilizes Aspect Avaya as its complete contact center solution. Avaya unites inbound, outbound
and blended multichannel contact (voice, email, the web and fax, while also delivering Interactive Voice
Response (IVR, recording and quality management, and unified reporting and administration capabilities.
Avaya answer calls as they enter the contact center and intelligently route them to available agents based
on the dialed number (DNIS~, calling party identification (ANI~, available agents, customer profile, service
levels or user defined business rules. Avaya also helps manage overflow routing, call re-routing based on
queue statistics, abandoned call recuperation and multi site routing. Skills-based routing matches the most
appropriate agent to each call; rules-based routing applies a single set of business rules across all contact
channels; specific Agent Recall delivers customers who are calling back to the same agent that handled the
original contact.
Avaya can automate some or all of your customer interactions by utilizing integrated text-to-speech
capabilities and voice recognition to gather customer information and match it with data from back-
office systems to automatically fulfill customer inquiries or requests. IVR and ACD functionality can be
used in tandem to pre-determine customer information and route a call to the appropriately skilled agent.
Outbound IVR delivers a message to the called party as they answer the phone, automatically responds to
a number of follow up questions, and routes that customer to a live agent, if necessary. Universal Queue
Avaya utilizes dynamic prioritization to organize incoming contacts across all communication channels
in a single queue and route them to the most appropriate agent. This capability addresses factors such as
wait times, incoming traffic volumes and service levels and enables you to make changes to the provisioning
rules without stopping and starting systems, campaigns or services.
Avaya utilizes multiple predictive and manual dialing o tions to manage pacing and compliance with
regulations, operate a variety of campaign and list management strategies, and ensure accurate voice,
fax, modem, pager and answering machine detection. Using sophisticated pacing options, Aspect Avaya
addresses the demands of managing proactive custom r contact initiatives and high volume campaigns.
Predictive dialing uses sophisticated algorithms to determine the optimal pacing for outbound calls.
Key features include Do Not Call list management, time zone management, external table dialing and
dynamic filtering. Timed preview dialing lets an agent preview an outbound call record before the system
automatically places the dial. Key capabilities include:
1S
SECTION 5
Avaya enables agents to address customer email inquiries with a personalized response. It provides
responses that can be sent directly to the customer via auto-response or delivered as "suggested responses"
to agents for review prior to sending. Agents can expedite the email creation process and proactively target
customers by using additional features, including:
Avaya allocates agents to other duties during lulls in incoming traffic through true multimedia blending.
You can have some or all of your agents handle a range of customer interactions -including inbound calls,
outbound calls, emails and web chats -all from the same workstation. Blending is seamless according to
your defined business rules without agents having to log in or out of campaigns or ACD services.
Avaya reviews interactions between agents and customers.
Recordings can be automated or initiated on demand by
agents or supervisors, allowing them to record voice, chat and
collaborate on sessions.
PEOPLE
We have the right people for the Building Department.
Mr. Arriola is responsible for the overall business development,
operations, and strategy of Inktel. Prior to joining Inktel, Mr.
Arriola held various executive-level positions in the entertainment,
e-commerce, investment banking, and legal industries. Mr.
Arriola holds degrees from Harvard University Graduate School
of Business (M.B.A., St. john's University School of Law (J.D.~,
and Boston College (B.A.j. Mr. Arriola is active in his community serving on the Boards of Directors of the
Carnival Center for the Performing Arts, the Greater Miami Chamber of Commerce, the Young President's
Organization, the Greater Miami Convention and Visitors Bureau, the Orange Bowl Committee and other
organizations.
Mr. Gonzalez has over 15 years of experience in operations within the domestic and international contact
and service delivery sectors. His expertise spans multiple verticals in the business-to-business and business-
to-consumer sectors managing operations for telecommunications, e-commerce, automotive, retail and
financial services companies. He oversees all of Inktel's inbound and outbound contact center operations. In
Mr. Gonzalez's contact center career, he has successfully overseen operations that serviced many industry-
leading brands such as MSN.com, AOL.com, American Express, Sprint/Nextel, BellSouth and AT&T. Mr.
Gonzalez has also been involved in leadership roles in the ATA and DMA.
13
SECTION 5
Having joined Inktel shortly after its founding, Mr. Schlenker oversees Client Services for both of the Miami
Lakes and Ft. Lauderdale offices. Responsibilities include managing a dedicated team of Account Managers,
Account Executives, and Account Coordinators to service the day-to-day communication of Inktel's partners
as well as the transition, implementation, and launch of new acquisitions. Prior to Inktel Direct, Mr.
Schlenker served as Manager of Service Excellence for AT&T. Mr. Schlenker received his B.A. from Florida
International University.
Mr. Williams drives the company's information systems and technology division, overseeing its strategic
planning, development, telecommunications and infrastructure teams. He began his career with Smart-MD,
working in the health information technology and education industries while pursuing his Bachelor's degree in
Computer Information Systems at Florida International University. Mr. Williams has also received professional
training and numerous technology certifications. Mr. Williams is a Microsoft Certified Application Developer,
Sun Certified lava Developer, Data Warehousing and Relational Database expert, and specializes in
several programming languages, including C#, VB.NET, lava, and C++. He is a member of the Internet
Engineering Task Force (IETF) and the Internet Society.
Mr. Arguelles oversees Inktel's entire human resources, talent acquisition, and talent management strategies.
He also directs the Inktel Direct Excellence Academy (IDEA] and the company's nationwide college recruiting
program. He began his career at Inktel as a college intern, working directly with Senior Management in the
Accounting, Client Services, and HR departments, as well as with the Executive Team. Mr. Arguelles is an
Honors graduate of Harvard University, where he received his Bachelor's in English Literature.
Ms. Oliva joined the Inktel Team in dune of 2008. She brings with her over 14 years of Corporate Training
experience in the areas of leadership, management, customer service, sales, and call center training. In
the past she has served as both a Client Services Manager and an Operations Manager. As Corporate
Trainer for Inktel Direct she is responsible for developing and facilitating training classes for Inktel New Hires,
Inbound and Outbound Customers Service and Sales Training, and Leadership and Management Training.
She is a certified Achieve Global Trainer in the areas of Customer Service and Leadership. Since Ms. Oliva
works out of our Miami Lakes office, she can visit the Building Department as often as necessary during the
implementation process to guarantee the best training possible for our agents.
14
SECTION 5
Mr. Milian joined the Inktel Team as an Operations Manager and now oversees the Client Services
Department. In this role, he brings a strong business acumen and is responsible for the development of
an innovative, solutions-driven team of Account Executives. He began his career as a Financial Advisor
with Morgan Stanley and has since applied his experience in relationship development and account
management to the Direct Marketing industry. He is a proud graduate of the University of Florida and is
active in his community, serving on the Board of Directors for the Friends of St. dude Children's Research
Hospital. ,f avier and his team act as a single point of contact for all maters once the Building Department
program is launched.
Mr. Wilson began his career at Inktel Direct as an Account Manager, assuming responsibility for launching
and maintaining successful business relationships for numerous key accounts. After serving in this role for
two years, Cason has graduated to the role of Sr. Business Analyst, now responsible for the implementation of
new programs in flawless manner through our Normandy Process.
Mr. Bermudez has been with Inktel Direct for over 6 years and has held various positions in the call center.
forge has received the 2001 & 2006 Employee of the Year for the Ministry of Tourism in The Islands of the
Bahamas program, and has multiple internal Inktel employee of the month award. forge will manage the
City of Miami Building Department's customer service team.
Mr. Fong will be the Ouality Assurance verifier for the City of Miami Beach Building Department program.
Daniel's commitment to excellence from every agent on the customer service floor provides Inktel the
confidence to know that we will bring the best level of service possible.
Jorge Berrios
Eddie Gako
Joseph Garcia
Karen Lara
Dolores Marrero
Londy Pinzon
Alexander Roche
Joaner Segura
Noel Sotes
Jean Suirel
Abigail Venner
Antonio Ventura
3 years Dade -Miami Lakes
2 years Dade- Hialeah
3 years Dade- Miami
4 years Dade- Hialeah
3 years Dade- Hialeah
2 years Dade- Hialeah
3 years Dade- Miami Lakes
1 Year Dade- Miami Lakes
2 Years Dade- Miami Lakes
1 Year Dade- Miami Lakes
2 years Dade- Hialeah
2 years Dade- Hialeah
English and Spanish
English and Spanish
English and Spanish
English and Spanish
English and Spanish
English and Spanish
English and Spanish
English and Spanish
English and Spanish
English and Spanish
English and Spanish
English and Spanish
15
SECTION 5
AGENT TRAINING
Training for this program will include:
O Customer service skills
O All aspects of the Building Department
O The steps involved in the permitting process
O Role of the inspector, contractors and private citizens
O Full understanding of the information that is available to clients on the Building Department's website
Inktel is certified by several worldwide training companies including:
O AchieveGlobal
American Managernerrt
O American Management Association ;~~~ _Assacation~°
O American Society of Training and Development ~~
Following strict training and quality standards for our associates, we require all agents to complete a
certification process before taking any customer calls. This process includes scoring requirements for tests,
quizzes, simulations, quality forms, attendance, participation and professionalism. Additionally, each agent
is provided complete information regarding:
O Our client's history, objectives, and customer approach standards
O Communication policies and procedures
O Program goals
O Exceptional circumstances
16
SECTION 5
Our goal is for 90% of hired agents to successfully complete training. Following training, all new agents are
continually tested and graded through call monitoring during a 30-day process. After this 30 day period,
employees are monitored and assessed on an ongoing basis. Any agent falling short of our performance
standards receives coaching and additional training. Agents earning low performance scores are removed
from customer contact immediately and face possible redeployment or termination.
Inktel Direct's positive management techniques and attractive benefits package help us motivate, retain,
and encourage employees throughout the organization. All staff members are empowered with appropriate
levels of authority, and our carefully selected managers follow a defined approach to resolving issues. Our
associates are well trained and consistently exceed industry-wide quality standards.
PresidentlCEO
J. Ricky Arriola
Calf Cen4enOpe~ations
~ i:i. r_....~..G.~
Management Team
Client 5otutlons
Client Services
information ,
Technology Team
Director of IT:Solutfons
Marlon Williams
Training<8~ .Quality
Team
Corporate Trainer
MIChelle 011va
ircy ,vssurance
Manager
Operations Team
Supervisor
Jorge Bermudez.
Jor a Barrios Alexahder Roche
Eddie Gako Joaner Se ura
Jose h Garcia Noei Sates
R
Karen Lara Jean Suirel
Dolores Marrero Abl all Venner
Lond Pinzon ` Antonio Ventura
7
SECTION b
We are proud to present the details of the program that will not only address the immediate needs of the
Building Department but provide the platform for a robust, proactive customer service model that will be the
new benchmark for the City of Miami Beach.
TIMELINE
Our proposed timeline will take the Building Department from their current situation to a point where they will
be proactive in the way they communicate with contractors and the citizens of Miami Beach.
Evaluation of current proces
2-Creation of Knowledge Base
3-Creation of Training Material and Curriculum
4-Training
S-.Creation of reports
' 1 -Ans~~~Pr 80% of calls in 20 seconds or less
b ~ ~~ r
~rG~;l?.SS~fllQfl~~ p (lf C l~~- 10 f PfAC71~C7rldl~lle.~_'^ ,_ .~..~, .w~ f .ir,. _.
1 -Expand program to longer hours and weekends
PHASE 1 2-Conduct Post Call Surveys to track customer satisfaction
Reactive 3-Inform callers of information available at the Building
Department website
1-Outbound calls using live operators and Voice Casting
automated messages
Inspector is on their way
PHASE Z When plan reviews are complete
Proactive Update on progress of permits
2-Inform callers of information available at the Building
Department website
3-Incorporate e-mail communications as well as Live Chat
Inktel is the best company as a long term partner #or the City of
Miami Beach $uilding Department:
7 8
SECTION 6
IMPLEMENTATION PROCESS
Inktel Direct has a proven, documented and bullet-proof implementation methodology-"Normandy" which is
a compilation of the tried-and-true techniques employed by our staff to launch a new client program
Our Normandy implementation plan guides our partners through the many steps of a successful
implementation and captures all the necessary business rules and procedures required to document, distribute
and execute the necessary steps to effectively transition or launch a program. Our process has been
successfully used for the past several years. A sample flow chart provided:
The Normandy process begins with acquiring the program's Master Service Agreement, which contains
critical program information such a billing structure, execution dates and expectations of the new
relationship.
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19
SECTION 6
REQUIREMENTS GATHERING DOCUMENT (RGD)
Shortly thereafter, regularly scheduled conference calls or face to face meetings between the Building
Department and Inktel will be established to review launch progress and communicate deliverables. At
this time, the Inktel Account Manager will create two documents, the first being a Requirements Gathering
Document (RGD) and the second being a Project launch Timeline, usually using Excel or Project Plan
software suites. The RGD is technical in nature and requires both Inktel and client collaboration to complete.
This document contains critical setup information that covers the following areas:
O Telephony Service Requirements
O Data Capture Requirements
O Client/Vendor Data Communication Network/Firewall Specs)
O Reporting Needs
O Hours of Operation
O Program Type jOB Sales, IB CSR, etc)
O Service Levels
O Call Arrival and Volume Estimates
O Training Dates and Requirements
O Initial Staffing Needs
O Attrition Expectations
O Staffing Ramp Plan
Once completed, the RGD should be distributed to each internal business unit it references, specifically IT as
this is the department accounts for the majority of the pre-launch responsibility.
ZO
SECTION b
PROJECT PLAN
The Project Plan will contain all key dates that have been communicated and break down the major
steps of the implementation process, covering dates and assigning responsibilities to internal and external
business units for each of critical areas covered in the RGD. It will be the responsibility of the Inktel Account
Manager to maintain this document and follow up with each responsible part to ensure deadlines are met.
Communication between Inktel and the Building Department will be streamlined to flow first through the
Account Manager then to each respective business units.
With the combination of RGD and Project Plan documents, regular client meetings and a dedicated
management team that communicates clearly and effectively, a program launch of any scale should be
executed successfully with minimal downtime.
PERFORMANCE MANAGEMENT
We have the talent needed to assess progress
toward achieving the Building Department's
goals. Inktel will build the process, add the
relevant communication and act upon the
process achieved.
Inktel currently exceeds the service levels
outlined by the Building Department. Inktel will
meet the service levels below:
O Abandon Rate of less than 5%, Inktel is able to offer a goal of less than 1
O Average Hold Time of less than 30 seconds, Inktel is committed to answering at least 80% of calls in 20
seconds or less
O Customer Satisfaction rating of 80% during Full Operations, Inktel will strive to meet this goal during the
Pilot period and consistently exceed this goal during Full Operations
Z1
SECTION 6
QUALITY CONTROL AND MONITORING
Inktel Direct places an emphasis on monitoring and coaching new associates in order to accelerate their
development as members of an operations team. We employ the following guidelines to ensure maximum
performance levels from our agents:
O Each full-time agent is monitored by the quality assurance team twice day or a minimum of ten times per
week.
O Quality Assurance monitors and reports the agent's adherence to quality and service level objectives.
O Agents with the highest quality levels are rewarded with special incentives.
O Each call center supervisor monitors at least two calls per agent per shift.
O Supervisors provide silent coaching (where the customer cannot hear the supervisor, but the agents can)
and address necessary improvements immediately.
O Your technology will enable the QA team and the supervisor to digitally record calls that are used for
verification and training.
O The Building Department will have the ability to remotely monitor our call center operations via a toll free
number and password.
O We will schedule weekly Calibration sessions between the Building Department and Inktel Direct to
jointly monitor calls and align our satisfaction and performance measurements.
STAFFING MODEL
Based on the Information provided in the RFP and the Addenda along with our own experience, Inktel wil
apply our staffing models to guarantee the proper amount of coverage and optimal agent utilization. The
goal of this exercise will be to insure that all key performance indicators are being met.
ZZ
SECTION b
REPORTS SUGGESTED BY INKTEL
As an expert in inbound customer care calls and a trusted partner to the Building Department, Inkte
recommends the following reports for this particular program.
Interval reports produce statistics every 30 minutes to show the most up to date information. The service
level, calls offered, calls answered, abandonment rate, average speed of answer, average talk time,
average total time, max wait time, calls abandoned, average abandoned time, after call work time, and
minutes can be displayed by half hour, hour, day, week, month, and year.
Service level measures the overall performance of a program as percentage of calls answered. Inktel
provides this method of measurement and the amount of time it took to answer those calls. The benefit to this
report is the ability to view how the percentage of calls answered in 10, 20, 30, 40, 50, and 60 seconds
trends by half hour intervals. Inktel aims to exceed the standard Cumulative Service Level of 80% of all calls
answered in 20 seconds or less.
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An abandoned call is when a caller dials a number, but hands up before the call is answered by an agent.
The abandonment rate is the percentage of abandoned calls for a given period of time. A successful
program generally strives to be under a 5% abandonment rate.
Average Abandoned Time is the average amount of time it takes for a call to abandon. If 3 callers hang
up before reaching an agent in 5, 10, and 20 seconds respectively, the average time to abandon is
approximately 12 seconds. This metric is helpful in determining a callers "tolerance level".
Average Handle Time ~AHT) is the average duration of a call beginning from the time the call reaches an
agent and includes hold time, talk time, and after call work time. AHT is a prime factor when deciding
staffing levels.
Total minutes, or ACD time, are the duration of an inbound call (including hold time. Basically, from the time
the agent answers the call to the time when either the caller or agent disconnects the call. Total minutes help
in calculating budgets and are a factor used when calculating agent utilization, scheduling, staffing and call
lengths.
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A disposition is the call outcome. Some examples of dispositions are: hang up, inquiry, status update,
and so on. An agent disposition report displays a count per disposition which is helpful in analyzing the
types of calls your program is receiving on a daily basis. After the first week of dialing you may be able to
determine, for example, 50% of callers were inquiring about a permit and 25% had general questions. The
benefit is knowing which types of calls require the most attention.
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Knowing the total minutes per queue shows which line is receiving the most action. Many clients request tota
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