to improve public service – get rid of the one stop shop rachel conway, customer programme manager...
DESCRIPTION
Our Outcomes Increase in satisfaction with the council Increase Customer Focus among staff Increase in web transactions Reduction in telephone / face to face demand Savings in Services since k saving in 12/13TRANSCRIPT
To improve Public Service –get rid of the one stop shop
Rachel Conway, Customer Programme ManagerBrighton & Hove City Council Public Sector Customer Services Forum25th April 2013
Improving the Customer Experience
Overview of presentation
• Outcomes• BHCC Approach • BHCC Vision• Website Improvement • Benefits Case study• Future
Our Outcomes
• Increase in satisfaction with the council • Increase Customer Focus among staff• Increase in web transactions • Reduction in telephone / face to face demand• Savings in Services since 2011• 500k saving in 12/13
Satisfaction with Council Services
0%
10%
20%
30%
40%
50%
60%
70%
80%
2008 April - May 2012 Sept - Nov 2012 Feb - March 2013
Customer Focus in the Council
Listening and acting on customers' suggestions to improve services
Customer Contact All Customer Contact by Access Channel
(Monthly Average)
-
50,000
100,000
150,000
200,000
250,000
No.
2010/11 85,926 270,364 9,308 22,257 14,868
2011/12 76,610 266,992 8,989 16,855 19,116
Q1,2,3 2012/13 71,581 264,990 8,376 15,684 21,115
Telephone All Face to Face
Emails Paper Online Forms &
Customer ContactAll Customer Contact by Service Area
(Monthly Average)
-
10,000
20,000
30,000
No.
2010/112011/12Q1,2,3 2012/13
Leadership?
Delivery ModelsUniversal
• One unified frontline team controlled centrally• Front office environment (call centre / one stop shop)• Staff answer typical customer questions
Devolved • Management of customer contact through Units• Virtual or clusters of similar services• Enabled through unified ICT architecture • Deep integration with back office systems
Confirming our approach
• Strong customer culture engrained within individual Delivery Units and grown organically through the ICE programme, engagement and the customer-centric culture
The Big Difference
A network of champions
It got me looking out rather than in and organisation wide rather than me and my team department
I have taken good practice and
reflected on my team’s customer
service and looked for gaps to
address
understanding of where we sit in the organisation – contacts with other members who can offer additional support to customers
Customer Promise
Efficient for the Customer
• Improved customer experience• Improved customer engagement• Easy to access at customer convenience• Less customer effort • Timely and can be instant• Done right, it increases customer’s confidence• Customer feedback gives us insight
Efficient for the organisation
• Staff focus on value work• Improved workforce efficiency• Improved data quality• Reduced cost of service delivery • Less duplication and better signposting • Enhanced public perception of BHCC
• London Underground
Steps to create a changeMap customer demand &
experience
Identify gaps & processes
Change behaviour (customers & staff)
Optimise customer journey & work flows
Evidence
Behaviour
Review again
Change
Demographics
Mosaic Profile
Web first
First Steps
It’s about people too
Channel Shift• 40% of Parking appeals received online
• 38% increase in online Environmental reporting
• 90% Schools Admissions online in
• 200 online claims for Housing Benefit / Council Tax Benefit received each month
• 30% of council tenants using a Housing Customer Online System
All bit Heath Robinson….
Parking
Design Principles• User needs first • Reduce, reduce, reduce again • Do the hard work to make it simple• Our message comes last • Be consistent• Surprise people by anticipating needs • Don’t repeat effort• Connect people to experts • Minimise contact
Customer Service Centre
Customer Feedback
Benefits Work Flow: January 2011
Benefits Workflow: January 2012
Improvements
Before After
Avoidable contact 58% 49%
Resolved at first point of contact 22% 46%
Taken away to work on 32% 25%
Passed back to customer 14% 43%
Show us the money!
2011/12 300k
2012/13 257k
2013/14 150k
Change
• The future
Going Up?
Rachel Conway [email protected]@rsc1www.brighton-hove.gov.uk