The document outlines the strategic journey of the SARS Contact Centre Operations from 2009 to 2013 and beyond. It discusses the vision of creating a connected SARS Contact Centre and outlines the strategies developed around people capabilities, processes, systems and technologies, and innovation. Key results are shown in improved processing of tax returns and debt management through the contact centre. Continuous improvement is emphasized as key to sustainability.

1. SARS Contact Centre
Service, Compliance & Education.
Firdous Sallie
Group Executive - SARS Contact Centre Operations
2013
1

2. SARS Contact Centre Operations
2009
2009 - 2011
2010 - 2013
2009 - 2013
2013 &
beyond
Creating a
connected
SARS
Contact
Centre
Vision &
Mission
Evolve &
Shape a
supportive
Contact
Centre
Strategy of
People,
Processes,
Systems &
Technologie
s
Develop &
Optimise
Resource
Capabilities
Creative
Innovation
Continuous
Improvement
& Innovation
The Strategic Journey
2

3. SARS Contact Centre Operations
Strategic Journey
Creating a
Connected
SARS Vision
3

4. SARS Contact Centre Operations
Creating Connected SARS Vision
Mission
Vision
Values
Core
Outcomes
To optimise revenue
SARS is an
• Mutual respect and
• Increased customs
yield, to facilitate
innovative revenue
trust
compliance
trade and to enlist
and customs agency
• Equity and fairness
• Increased tax
new tax contributors
that enhances
by promoting
economic growth
awareness of the
and social
obligation to comply
development, and
• Transparency and
with tax and
supports the
openness
customs laws, and
country’s integration
• Courtesy and
to provide a quality,
into the global
commitment
SARS
Compliance
Model
responsive service
economy in a way
to the public.
that benefits all
South Africans.
• Integrity and
honesty
compliance
Service
• Increased ease and
fairness of doing
business with SARS
Enforcement
• Increased cost
effectiveness,
Education
internal efficiency
and institutional
respectability
4

5. SARS Contact Centre Operations
Creating Connected SARS Contact Centre Vision
CC Mission
To continuously deliver on
company strategy,
CC Vision
Core Outcomes
• Increased customs
To become an
compliance
Create value for our
taxpayers through greater
taxpayer satisfaction as well
as strengthening the SARS
brand,
internationally
• Increased tax
acclaimed Contact
compliance
Centre that exceeds
• Increased ease and
Prepare our People,
Processes and Systems for
the changing economic
landscape,
the expectations of
fairness of doing
our taxpayers and
business with SARS
visitors who wish to
• Increased cost
interact with our
effectiveness, internal
SARS organisation.
efficiency and
We seek to fulfil this mission
by providing a personalized
service at every entry point
into SARS for all its
taxpayers irrespective of
entity type and position in
the economy.
.
institutional
respectability
5

6. SARS Contact Centre Operations
Strategic Journey
Evolve & Shape the
Contact Centre
Enabling Strategy
Creating a
Connected
SARS Vision
6

7. SARS Contact Centre Operations
Evolving & Shaping a supportive
Contact Centre Strategy
CULTURE
Enhance a
Service Centric
Culture
REVENUE
RESOURCES
Effective
Resource
Optimisation
SERVICE
SEGMENTATION
Differentiated
Service Model
Support the
SARS Debt
Management
Strategy
QUALITY
Enhance
Quality
Management
System
RISK
Enhanced Risk
Management
Process
7

8. SARS Contact Centre Operations
Strategic Journey
Evolve & Shape the
Contact Centre
Enabling Strategy
Creating a
Connected
SARS Vision
Develop
People Capabilities
Evolve
Systems & Technologies
Develop
Processes
8

9. SARS Contact Centre Operations
SARS Service Philosophy
Talent Management
Operations Effectiveness
Recruitment
Capability
Framework
Induction & Training
Ops Manager
Development
Current State
Assessment
Capability
Management
Taxpayer
Intelligence
Process,
System & Value
Chain
Improvements
Performance
Monitoring Cycle
Executive
Development
Management
Development
Experiential
Learning
Capability
“Learner to Leader”
Energising,
Atmosphere
Hygiene
Factors
Sharing
Revitalising
Programmes
Continuous Improvement
Reward &
Recognition
Employee
Wellness
Growth
Centralised
Communication
Management
Content &
Information
Management
Capability
Review
Process
Quality
Assurance
Review
Process
Appreciation
Employee Engagement
Quality & Knowledge Management
BUSINESS PERFORMANCE ANALYTICS
RESOURCE OPTIMISATION
360°OPERATIONAL REVIEW MANAGEMENT PROCESS
Risk Management, Governance & Compliance
Risk Management, Governance & Compliance
SARS VALUES
9

10. SARS Contact Centre Operations
Strategic Journey
Evolve & Shape the
Contact Centre
Enabling Strategy
Creating a
Connected
SARS Vision
Develop
People Capabilities
Evolve
Systems & Technologies
Develop
Processes
Innovation
10

11. SARS Help-You-e-File
SARS Contact Centre
Operations
SARS eFiling Mobile App
SARS eFiling Mobile website
Integrated Quality Monitoring
Remote Virtual Outbound
Multi Functional Devices (MFD)
Mobile Queue Management (iPod)
Solution
2012/3
Innovation
Debt Mangement <50k
The Blended CC Solution
The SARS Modernisation Programme was
SARS’s strategic response to positioning the
organisation to effectively and cost-efficiently
meet its mandate.
Resource Optimisation / Scheduling Tool
Proactive Repeat Call Escalation
2011
Telephony Infrastructure
Generic E case for Debt
Remote Virtual Agent (Outbound and
Inbound)
Advances in the SARS Modernisation
Programme enabled the SARS Contact
Centre to introduce a variety of innovative
approaches to servicing customers. These
innovations made it easier and more
convenient for taxpayers to engage with
SARS.
Electronic signature pads
2010
Multi-tier Model
Branch Queue Management System (BQMS)
E-Filing: Real Time Processing
Dynamic IVR with Customer Satisfaction
Surveys
2009
Knowledge Base Tool for FAQ’s & Scripting
Performance Dashboard
E- Filing migration to CC
2008
Dynamic and customised CRM - Service
Manager
Four-tier, VOIP Four location” Contact Centre
Solution
2007 Call Centres
established in 3 regions.
2001
11

12. SARS Contact Centre Operations
Strategic Journey
Evolve & Shape the
Contact Centre
Enabling Strategy
Creating a
Connected
SARS Vision
Develop
People Capabilities
Evolve
Systems & Technologies
Develop
Processes
Innovation
Results
12

13. SARS Contact Centre Operations
SARS MODERNISATION - Results
Income Tax Returns
Income Tax Returns processed via e-filing
Income Tax Returns processed via BFE
Scanning of Income Tax Returns
Average Processing Time (working days)
2007
2008
2012
35,000
0
0
45-55 days
1,000,000
500,000
1,000,000
20-30 days
1,314,000
1,052,000
250,000
10-20 days
2 735 720
2 064 022
57 530
0.711 days
Improvements:
Income Tax Returns received manually
Returns processed electronically
Returns processed via BFE
Returns received via Efiling
Returns assessed within 24 hours
Contact Centre Debt Management
< 50k
Outbound Calls
SMS Campaign - Total SMS's sent
2013
2006
2006
2012
100%
<1%
0%
<1%
<1%
<1%
99%
42%
57%
96%
to date
1 808 865
1 714 391
4 502
0.043 days
2013
to date
<1%
99.88%
48%
51%
99.91%
2013
2011
2012
1,028,642
2,764,029
494,070
93 695
612,057
2,380,000
to date
13

14. SARS Contact Centre Operations
Strategic Journey
Evolve & shape the
Contact Centre
Enabling Strategy
Creating a
Connected
SARS Vision
Develop
People Capabilities
Evolve
Systems & Technologies
Develop
Processes
Innovation
Results
Continuous
Improvement
14

15. SARS Contact Centre Operations
Continuous Improvement – Success
Continuous
Improvement
Implementation
SARS
Contact Centre
Excellence
Sustainability
Philosophy
Optimisation
Processes
Culture
Principles
15

16. SARS Contact Centre Operations
Strategic Journey Summarised
Evolve & shape the
Contact Centre
Enabling Strategy
Creating a
Connected
SARS Vision
Develop
People Capabilities
Evolve
Systems & Technologies
Develop
Processes
Innovation
Results
Continuous
Improvement
16

17. SARS
Contact Centre Operations
I Thank You
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