This is not a bid solicitation. This RFI will not result in the award of a contract. It is simply intended to solicit feedback.
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- Valerie Lang
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1 August 21, 2015 Request for Information (RFI) Video Interpreter Providers (VIPs) Canadian Administrator of Video Relay Service (CAV), Inc. is a new not for profit corporation that has been mandated by the Canadian Radio television and Telecommunications Commission (CRTC) to design, implement and oversee the delivery of video relay service (VRS) in Canada. We will be buying or licensing a VRS Technology Platform (VTP) for call processing, and will use the services of one or more other companies who will use the VTP to provide call centres and sign language interpreting (relay) between American Sign Language (ASL) and English and French and Langue de signes québécoise (LSQ), (Video Interpreter Providers, or VIPs). We have decided to issue this Request for Information (RFI) to entities who might have an interest in providing VIP services, i.e. call centres and sign language interpreters for VRS customers in Canada. The purpose of this RFI is to seek information on the interest and capabilities of potential providers of VIP services and to seek input on the structure and requirements for VIP services in Canada. This is not a bid solicitation. This RFI will not result in the award of a contract. It is simply intended to solicit feedback. Nothing in this RFI may be construed as a commitment to prepare a Request for Proposals (RFP), or any other form of solicitation, for this project. CAV may use any information obtained as part of this RFI process, including in the preparation of a future formal RFP or other form of solicitation. CAV intends to invite participants in any future RFP or other form of procurement from among those companies who respond to this RFI. Accordingly, CAV encourages all potential providers to respond to the RFI. CAV reserves the right in its sole discretion to invite companies to participate in a subsequent RFP or other form of procurement whether or not they have participated in this RFI process. CAV reserves the right in its sole discretion to assess respondents in relationship to a future RFP or other form of procurement on various factors, one of which may be whether or not they submitted a response to this RFI. CAV will not be bound by any statement contained in this RFI, and reserves the right to change, at any time, any or all parts of its requirements, as it deems necessary or desirable. CAV also reserves the right to revise its procurement approach, as it considers necessary or appropriate, either on the basis of information submitted in response to this RFI, or for any other reason.. 1
2 CAV will not reimburse any respondent for expenses incurred in responding to this RFI. Video Interpreter Provider (VIP) Description The Video Interpreter Providers (VIPs) will provide Video Interpreter (VI) personnel, training, physical call centres, computer or operator workstation terminals, headsets and cameras (as specified by CAV) and communications links (with speed requirements) supervision and receive reports on call centre operations as per CAV requirements, including the Key Performance Indicators (KPIs). CAV will specify performance requirements, and pay the VIPs for their services. VRS Technology Platform (VTP) As stated above, CAV will be supplying a VTP for use by the VIPs. Attachment A contains a highlevel description of the VTP for your reference, and articulates some of the functions that the VTP will provide. RFI Responses and Process We request that we receive responses in writing, in English only, ed to: Sue Decker Executive Director, CAV Executivedirector@cav acs.ca Submissions to this RFI must be received by CAV prior to 5:00 p.m. on Friday, September 18, Responses will not be formally evaluated. However, the responses received may be used by CAV to develop or modify procurement strategies. CAV intends to review all responses received by the RFI closing date. CAV may, at its discretion, review responses received after the RFI closing date. As this is not a bid solicitation, CAV will not necessarily respond to enquiries in writing or by circulating answers to all potential suppliers. However, respondents with questions regarding this RFI may direct their enquiries to the above contact. Respondents should clearly mark any portions of their response that they consider proprietary or confidential as such. CAV will make commercially reasonable efforts to protect and preserve the confidentiality of such information, unless or until such information: (1) becomes public, through no fault of CAV; (2) is disclosed to CAV by a third party without an obligation of 2
3 confidentiality; (3) is independently developed by CAV; or (4) was already known to CAV at the time of disclosure by the respondent. Responses will become the property of CAV, and will not be returned. CAV may, in its sole discretion, contact any respondent to follow up with additional questions or for clarification of any aspect of a response. CAV may set up calls or meetings with respondents to ask questions and receive clarification at our mutual convenience. Following are the questions on which we seek your written input: 1. Would you be interested in providing VIP service in the manner described herein? a. In English/ASL only b. In French/LSQ only c. In Both English/ASL and French/LSQ 2. Are you currently a VIP? a. Please describe your call centre locations, including the number of VI stations and VIs. b. What locations are served by your centres and under what authority/reimbursement plan? c. Would it be possible to schedule a visit to see your operations in action? d. What percentage of your business is Video Interpreting? e. Do you also offer Video Remote Interpreting (VRI)? 3. If you are not currently a VIP, please briefly describe your current business. a. What business are you in? b. What is your interest in becoming a VIP? c. Given your current staffing, about how many seat hours/week could you provide? (# seats times # of hours/seat) d. If you had to increase staffing, how would you go about doing so? 4. Branding Strategy. CAV is considering establishing its own brand for the service e.g., Canadian Relay Service. In this scenario, the VIP s brand would be invisible to consumers, at least in the first few years of operation. Marketing would be done by CAV. a. Have you ever operated in a similar environment for VRS or any related service? Please explain. b. What do you see as the advantages and disadvantages of this approach? c. If there are multiple providers, what method of allocating calls or seats, and therefore revenue would you suggest? 3
4 5. CAV s goals include incorporating the latest features and technology into the service. Do you have any perspectives on how to do this most effectively? 6. Do you have the ability to provision 10 digit phone numbers or 800 numbers to VRS customers in Canada? Please describe. 7. The CRTC has indicated service should be offered 7 days per week, across 6 time zones, for a minimum of 72 hours per week, equally in ASL and LSQ. CAV is considering the hours of operation to be 8am 8pm Eastern Standard Time, Monday Friday and 11:00am 7:00pm Saturday and Sunday for a total of 76 hours a week. a. Would you be able to support some or all of these hours of operations? i. Which ones, and ii. What are the limitations? b. Are there cost considerations in certain hours, for instance, weekend hours or late evenings? 8. Economics a. There are various reimbursement models used around the world. For instance, in the U.S. it is by conversation minute. Some agencies are paid by the hour. i. Which models do you have experience with? ii. Do you have a preference as to what reimbursement method is best, and why? iii. In the per minute model, what are the key factors to make it successful? iv. In the per hour model (the VIP is paid for a seat hour, one interpreter being logged in and available for one hour) what are the key factors to make it successful? b. In the per hour model, what is the approximate ratio between what you pay an interpreter and what you would need to receive to be profitable? Assume an office of 20 interpreter workstations, or an office size of your choice, but let us know how big. c. For your current operations, on average: i. What is the utilization percentage of a VI who is logged on to the system? (reimbursable minutes/total minutes logged on) ii. What is the ratio of conversation minutes to session minutes? iii. What is the overall utilization of a VI, including all paid time off, training, etc.? iv. What is the average cost of supervision and overhead? v. What is the average cost of technology? d. Utilization i. What are the key factors in raising the utilization (conversation minutes/total minutes logged in per hour)? ii. How could a system achieve minutes utilization per hour? 4
5 9. Scheduling and Load Balancing a. Do you use a particular scheduling app or software? Please describe. b. How do you schedule VIs such that you balance the need to minimize time waiting (not on a call) and customer queue time? How far in advance would you require forecasted staffing requirements? c. If you need additional VIs, how far in advance can you schedule extra help? That is, if for some reason, there is an unusually high call volume and queue times are rising, how long before additional VIs can be logged on? d. Is there a particular queue time or other measure that would cause you to call for extra help? e. How do you structure VIs work days, i.e. the maximum number of hours per day or per shift that Vis are scheduled? f. What is considered full time VI work (weekly)? g. What is the ratio of peak VI s to average? That is if you have, on average, 100 VI s logged on, but during the peak period, you have 200, the ratio is 2. h. How much of the average week is are peak hours, and when are they? 10. Overflow a. Would you be prepared to provide a certain amount of flex capacity which could handle overflow calls at (un forecasted) peak times? (These calls would still need to be handled by VIs using CAV VI workstation software). b. Would there be any limitations as to how much capacity? c. Any other factors to consider in this regard? 11. Minute Projections a. Have you made any projections as to what volume of minutes or other measure you expect in years 1 5? b. What is the minimum economically viable number of minutes or hours and revenue for you? 12. Video Interpreter Recruitment and Training. a. Would you be able to readily recruit, hire, train and staff ASL and LSQ VIs, and add staff if the volume increased? b. What qualifications and/or certifications will you require of the VIs you hire? c. What is your training regimen to ensure high quality interpreting and customer satisfaction? d. Is there training in areas such as: technical, stress and crisis management? 13. Call Centre Location(s) a. At what point would you need new call centres to serve Canada? b. If you have call centres in the U.S., would you use them to provide service in Canada? 5
6 c. If you have call centres in the U.S. would you also set up call centres in Canada? d. Do you foresee setting up or using call centres anywhere else in the world other than Canada or the US to serve the Canadian market? 14. Timing for operations a. If awarded a contract for VIP services in Canada, how long would it take you to begin testing? (from any award) By testing, we mean having VIs on work stations, taking test calls for several hours a day. Assume the VTP is up and running. b. How long before you could begin commercial service? (from any award) 15. In your opinion, should CAV allow VIs to be able to work from remote locations such as their homes? Why or why not. a. If so, how would you ensure compliance with performance standards, confidentiality, security and other? 16. Customer Service. It is our working assumption that VIPs will be required to staff customer service (CS) personnel for customer enquiries and complaints, in English/French, ASL and LSQ. A separate service will handle enquiries that are technical in nature. a. Do you have experience with recruiting, hiring, training and staffing CS? Please describe. b. If yes to a., please provide a general description of your CS operations. E.g. hours of operation, types of access e.g. voice, video, , live text chat, etc. c. How do you measure customer satisfaction? What other key performance metrics do you use to ensure efficiency and customer satisfaction? d. Can you suggest the hours of operations for CS? e. Do you think there is an issue with one VIP handling CS for multiple VIPs? Why or why not? Further, it is our assumption that CAV will provide the Customer Service (CS) software to support CS activities and technical questions will be handled by the VRS Technology Platform Provider (VTP). 17. VRS quality f. What software are you using? a. What are the 3 most important factors in assuring VRS quality generally, and how do you address them? b. We have attached a draft list of Key Performance Indicators (KPIs) in Attachment B. Do you have any comments, additions or deletions to the attached list? c. For Average Speed of Answer (ASA) of x% calls answered in y seconds, can you recommend targets for our start up service in years 1, 2 and 3? d. What are the other two or three most important KPI s in your opinion? Why? 6
7 18. Skill based VI a. Do you offer any relevant skill specializations for VIs, for instance, legal, medical or business communications? b. Do you support skilled based routing? c. Why or why not? d. Do you support appointments with specialists? Why or why not? a. How do you currently handle 911 calls? b. What are the major issues with effective 911 call handling and how do you address them? 20. Is there anything else you would like to add? Thank you. Sue Decker Executive Director Canadian Administrator of VRS (CAV), Inc 7
8 ATTACHMENT A Video Technology Platform Description The following is meant to be a high level description of the VRS Technology Platform (VTP) functionality and service capabilities. It is not definitive, and is subject to revision. It is being provided to you so you can see what functionality CAV is currently considering. You may also provide feedback as to the elements that should be included, or excluded. The VTP will: a. Connect deaf and hard of hearing sign language users with hearing parties and a Video Interpreter (VI) at a call centre that is connected to the platform under contact with CAV or its subcontractors; b. Provide workstation software for VI, Customer Service and Supervisor workstations to support all operational requirements; c. Provide end user apps for devices, including mobile, wireless/internet connected devices with Android, ios and Windows operating systems; d. Connect sign language users with each other, without a VI (point to point calling); e. Allow voice, text and video communication simultaneously; f. Allow callers to make multiple calls without disconnecting; g. Allow CAV/VIPs to enforce typical rules for use of VRS; h. Provide for inter operability among commonly used VRS user devices, including mobile, wireless/internet connected devices with Android, ios and Windows operating systems and wired telephones on the PSTN; i. Provide video mail/messaging capabilities; j. Handle calls from Canada to the U.S. point to point that is, without relay, and handle calls from Canada to the U.S. using relay (subject to certain agreements being put in place). It will also handle other international calls to the extent possible; k. Support 10 digit or 800 numbers which will be assigned to each device/caller; l. Support multiple devices using the same number; m. Allow proper billing of calls for long distance and international calls; n. Provide for registration and verification of registration; o. Provide for security, maintaining privacy and accuracy of records, and preventing fraud; 8
9 p. Provide for audit and verification of VRS usage (e.g. minutes of use) and other VIP key performance indicators (e.g. time to answer, etc.); q. Allow CAV to change platform vendors if needed, assuring the transition and integrity of the registration and call record databases, and to add and subtract VIPs easily; r. Support queueing and call transfer functions; s. Allow for remote call monitoring and/or recording by supervisors, CAV personnel for quality control, or by VIPs, for instance, under court order; and t. Support access to services. 9
10 ATTACHMENT B Key Performance Indicators (KPIs): Best Practices for Assuring Quality Results The following is meant to be a preliminary description of potential KPI s that would be used by CAV to measure VRS quality. It is not definitive, and is subject to revision, including based on your feedback. 1) Blocked Calls (Network Blockage) Blocked Calls is an accessibility measure that indicates what percentage of customers are not be able to access the call center at a given time due to insufficient network facilities in place. Measures indicating blockage (busy signals) by time of day or occurrences of all trunks busy situations. 2) Abandon Rate Measures the number of total calls abandoned, as well as the abandon rate since both correlate with customer satisfaction. 3) Service Level/ASA Service level is the percentage of calls that are answered in a defined wait threshold and it is the most common speed of answer measure in the call center. It is most commonly stated as x percent of calls handled in y seconds or less, while average speed of answer (ASA) represents the average wait time of all calls in the period. Note: The FCC in the U.S. currently requires VRS providers to answer 85% of all calls within 60 seconds, measured on a daily basis. 4) VI Occupancy VI occupancy is the measure of actual time busy on customer call compared to available (on line or off line) or idle time, calculated by dividing workload hours by staff hours. Occupancy is an important measure of how well the call center has scheduled its staff and how efficiently resources are being used. If occupancy is too low, agents are sitting around idle with not enough to do. If occupancy is too high, the VI may be overworked. Formula = Total Session Minutes/logged in time and/or Total Conversation minutes/session Minutes 5) Transfer Rate The transfer percentage is an indication of how many calls have to be transferred to another person or place to be handled e.g., to another VI, a supervisor or to customer service etc. Tracking transfers can help fine tune the routing strategies, as well as identify performance gaps of the staff. 10
11 6) Staff Admin Time Staff admin time is defined as the percentage of time that VIs are not available to handle calls. It is classified as non productive time, and is made up of meeting and training time, breaks, paid time off, off phone work, and general unexplained time where VIs are not available to handle customer interactions. 7) Schedule Efficiency Workforce management is all about getting the just right number of people in place each period of the day to handle customer calls not too many and not too few. Schedule efficiency measures the degree of overstaffing and understaffing that exist as a result of scheduling design. Net staffing may be measured by half hour as an indication of how well the resources in the center are being utilized. 8) Schedule Adherence Schedule adherence measures the degree to which the specific hours scheduled are actually worked by the VIs. It is an overall call center measure and is also one of the most important team and individual measures of performance since it has such as great impact on productivity and service. 9) System Availability and Accessibility When response time from the computer system is slow, or if it is cumbersome to move from application to application, it can add seconds or minutes to the session time of a transaction. In the call center, system speed, uptime, and overall availability should be measured on an ongoing basis to ensure maximum response time and efficiency as well as, service to callers. 10) Customer Satisfaction Customer satisfaction is one of the most critical metrics for any call center. CAV contemplates measure customer satisfaction by periodic studies and various other methods including instant call feedback. Studies have revealed, and common sense supports, a critical and direct correlation between customer satisfaction, corporate finances and employee morale and performance. 11) VI/Employee Satisfaction (same as above) 12) Total System Minutes Is defined as the amount of time the call is in the system All minutes hitting the Server until they terminate, including; inbound IP International calls, abandoned calls, calls in queue, test calls, busy, ringing, time outs, call attempts, uncompleted calls, blacklisted calls, calls transferred to admin or customer care etc. 11
12 13) Total Session Minutes Is defined as the amount of time from when the call hits the VI until the VI terminates it. (inbound IP International and abandoned calls are filtered out before hitting the VI) 14) Total Conversation Minutes Is defined as the amount of time the two parties are connected to the VI. This would exclude call attempts, uncompleted calls, busy, ringing, didn t answer and time outs. 15) CAV Billable Minutes/Hour Is defined as the official minutes/hours submitted to CAV for reimbursement. 12
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