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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 12/13
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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