Customer Service Strategy - Basingstoke · A customer service strategy is a planned approach to serving customers appropriately at every point of contact to ensure the balance of

Basingstoke and Deane Borough Council Customer Service Strategy 2011 to 2014

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“One team trusted and proud to deliver quality services for our community”

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Foreword Local authorities increasingly have to balance the growing expectations of residents and reducing resources available to provide essential public services. By looking at how we can do things more efficiently, Basingstoke and Deane Borough Council can meet these expectations and deliver cost effective services. The council should always communicate with its customers as clearly as possible. We have to make it simple for people to understand what we do, how to get information about our services and how to get help when they need it. Wherever possible, our residents need to be able to access services and answers quickly and easily, without needing to understand the way the council works creating barriers or making things seem overly complex. The council exists to serve our residents. Where problems arise, we must act promptly to resolve them so residents do not have to keep contacting us about them. We should steer people to use the most time and cost efficient method of contacting the council when they need to. This, our first customer service strategy, sets out our vision for achieving excellent customer service. A customer survey carried out in autumn 2008 showed that satisfaction with services provided by the council was above average, with 58% of those responding very or fairly satisfied with the way the council operates compared to a national average of 49%. This strategy challenges us to build on the good work we have already done and to do even better. We can start by looking at the council through our customers’ eyes and making changes to improve things for them. There is a lot of work to be done and I am confident that we will rise to meet this challenge. Councillor Karen Cherrett Cabinet Member for Education, Performance and Partnerships Basingstoke and Deane Borough Council

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Contents Definition of terms Part 1 – Setting the scene

What is a customer service strategy? Why does the council need a customer service strategy? What difference will it make?

Part 2 – The council’s strategic vision for customer service

Principles Communications

Part 3 – What will success look like?

Success for customers Success for the council Success for council staff Measuring how the council is doing

Part 4 – How the strategy is developing

Where is the council now? Part 5 – What needs to be done?

Technical principles Responsibility for the different customer contact methods Changing how services are delivered Staff development Information management Performance management

Part 6 – Resources

Funding Skills

Part 7 – Driving forward the strategy

Ownership of the customer service strategy Review period for the customer service strategy

Appendices A – What has been done already? B – Risk evaluation C – Action plan D– Technical costs of the strategy E – The council’s customer charter F – The council’s communication strategy

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Definition of terms Accessibility of contact In the context of this strategy, accessibility of contact

refers to the ease or difficulty that a customer may experience whilst using different access channels to obtain services from the council. For example, someone with hearing difficulties may not be able to use the telephone and may prefer to communicate through email. Equally a customer who does not have English as their first language may not be able to access any contact channel without appropriate translation services.

Access channel A means of communication by which a service is

delivered or accessed. Examples of direct channels used by the council include post, telephone, mobile telephone, web, and face-to-face services at the reception desk.

Avoidable contact

Contacts that the customer makes because they have been unable to resolve an enquiry themselves. Reducing avoidable contacts requires re-designing processes to reduce the need for customers to make contact multiple times to complete one transaction. For example notifying a change of address once, rather than contacting different services.

Channel hopping An individual’s propensity to use different channels to access the same service depending on what is convenient to them at the time.

Channel shift

The process, by which organisations seek to encourage customers to access, or interact with, services via channels other than those which they normally choose. Deliberate channel shift is deliberately encouraging customers to use the most appropriate channels for the type of contact, customer and organisation in question. Channel shift forms one part of a channel strategy and implemented well it can lower costs, build reputation, empower the customer and improve the service overall. Shifting customers to particular channels involves behaviour change on the customer’s part, but once they are aware of the channels available, they will use the one that works best for them.

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Channel strategy

An organisation’s plan for the channels it will use to deliver services to its customers. A channel strategy explains how an organisation will meet the demands of its customers using the resources it has available.

Contact channel The method a customer chooses to interact with an organisation, for the purposes of this strategy these include:

Face to face Email Internet Telephone Mobile Technology (including SMS text

messaging, apps and mobile web) Automated telephone technology Post

CRM

Customer relationship management system.

Customer

A person using a public service. The person could be using the service for personal reasons (for example, registering for benefits), for business reasons (for example filing company information) and for themselves or on behalf of someone else.

Customer insight The use of data and information about customers and communities to better understand their needs, wants, expectations, behaviours and experiences. Then actively deploying this knowledge to design and deliver services that better meet their needs across the organisation and not purely on a service by service basis.

Effective

Channels that effectively deliver services which meet the desired outcome, with minimal difficulty for the customer or service provider.

Efficient

Channels that efficiently deliver services without wasting time, money or effort for either the customer or service provider.

FAQ Frequently Asked Question

Service

A service is a provision of information or a transaction that an organisation delivers to its customer; examples of public sector transactional services are the payment of council tax and reporting a missed bin.

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Service delivery

The process by which a customer receives or accesses a service. Service delivery often involves multiple stages, for example a public sector service delivery process may involve: • Enquiries and requests for information (for example, “What benefits am I entitled to?”) • Service fulfilment (for example, registering for benefits and payment of benefits to customer) • Follow-up and after care (for example, reviewing benefits entitlement after a change in circumstances)

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Part 1 – Setting the scene What is a customer service strategy? Basingstoke and Deane Borough Council has a responsibility to provide good services to the public and value for money for the taxpayer. A customer service strategy is a planned approach to serving customers appropriately at every point of contact to ensure the balance of cost effectiveness and good service. It is a strategic plan which outlines aims for improving the customer’s experience of the council and what needs to be done to achieve them over the next three years. The strategy sets out how the council will increase customer satisfaction and reduce costs by:

providing a ’one council’ approach to resolving customer enquiries - by

this we mean whichever way a customer chooses to contact the council they will receive a consistent response and level of service, providing a ‘one stop’ service for all their needs rather than a range of individual services

developing ways of accessing services that meet customers’ needs and are simple to use, streamlined, convenient, cost effective and robust

improving the service delivery that customers can expect over the next

three years – by this we mean ensuring the council focuses its time and resources on those areas where people need us most and provides responsive, good value services and support

being clear in what needs to be done, who will be responsible and that

the council’s staff and partners are fully involved in implementing this strategy

Through the implementation of the strategy, it will be easier to do business with the council and simpler for customers to give valuable feedback about services, while providing better value for money. For the purposes of the strategy, customers are anyone who receives services from Basingstoke and Deane Borough Council including:

residents of Basingstoke and Deane visitors to Basingstoke and Deane

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businesses and organisations elected councillors employees of the council

Why does the council need a customer service strategy? The council needs a customer service strategy so that:

customers are clear on what the council can do for them and what they can do for themselves , for example by using the website

everyone in the council is clear on what is expected of them

all partners understand how important good customer service is to the

council and are able to commit to helping reach its aims

What difference will it make? Every time the council fails to get something right first time for a customer and has to do something again to put it right it wastes money and creates frustration. To be cost effective and efficient as a business, the council must ensure service users get what they need and are entitled to as quickly and cost effectively as possible. If the council’s structure, approach and processes duplicate effort, waste time and confuse those who need help at the time when they most need it, the council is doing a disservice to its service users. Good customer service is important, especially where the customer has no choice about who provides a service. The council needs to be a professional, polite and responsive customer-focused organisation.

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Part 2 – The council’s strategic vision for customer service The aim of the council, stated in its plan for the next three years, is “.to be a responsive and forward looking council, working in partnership with others and with the local community to enhance the lives of those living in, working in and visiting our borough’’. This customer service strategy drives the changes needed to ensure customers are at the heart of the council’s business and supports delivery of the council’s key priorities. It should also be seen as a priority in competing for investment and as a vehicle for realising innovative and new ways of working which will in turn deliver measurable efficiencies. By working as, in the words of its vision, “one team trusted and proud to deliver quality services for our community”, the council can make the best use of resources and work towards the shared goal of making it as easy as possible for all customers to access the service they need and have a positive experience regardless of how they access it. In delivering the vision the ease of accessibility and quality and speed of response is what counts.

Principles The principles by which Basingstoke and Deane Borough Council will deliver its services to the public over the next three years are:

Providing a ’one council’ service for customers by:

focussing the council around its customers rather than being structured around individual services

ensuring there is a ‘one stop’ service so all enquiries about different

services are dealt with as one customer of the council and problems are sorted out the first time that they are raised, where possible

keeping a single and consistent view of all customer contacts with the

council through the customer relationship management system regardless of how customers make contact, for example on the telephone, through the website, by email or face-to-face at reception

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ensuring frontline staff are well trained and highly motivated with access to the information needed to resolve enquiries at first point of contact, where possible

moving the majority of telephone based contact and the more simple

processing activity into the corporate Contact Centre, allowing other staff to focus on more complex support and specialist activity.

Implementing access channel management by:

providing services more efficiently, including through ‘self service’ on the council’s website, so that face to face support is provided for customers who most need it

determining the best ways for customers to contact the council about a service, based on the level of reassurance that the customer is likely to require

focusing the design and delivery of services to encourage use of the

most effective access channel for that service and making that way of accessing the service as easy as possible so customers want to move to it

communicating the benefits of changing ways of accessing services to

staff and customers and supporting them to make the change. The contact channels offered by the council have a sliding scale of cost to deliver. There is a relationship between cost of service and the level of assurance needed for each access channel type, with the cost to serve increasing in line with the level of reassurance. Some types of contact require a greater level of human contact, particularly for services that require some level of reassurance. An example would be where a customer receives a final demand that states bailiffs will call to collect a debt. The customer who has just paid the bill will want reassurance the bailiffs are aware the bill has been settled and so cancel their visit. In this instance the customer is unlikely to log on and have a look at the frequently asked questions (FAQs) on the council’s website for reassurance but would be more inclined to ring up the Contact Centre to request a letter confirming that matters are in hand. So while there may be a case for having online FAQs relating to debt recovery by bailiffs so the customer can understand the process, there is probably little chance of the customer being satisfied with contact online only. Alternatively, a customer wanting to arrange collection of a broken fridge is likely to try to book and pay for this service online, as the need for human contact and reassurance is minimal.

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Bulky household waste collection is a popular service but customers are not able to book and pay for this service outside of office hours because of the different prices involved for different types of items to be collected. So the current pricing policy means customers are coming into the council to book the service are calling or are sending an email rather than having a more cost effective website booking option. The illustration below shows how this process currently looks and how the customer feels about it at each stage. It then shows how it could be improved.

Customer has items to dispose of

The Contact Centre log details on CRM and call

customer to take payment and finalise

booking

Customer has to wait for the Contact

Centre to be open to be phoned back

The customer submits the form and advises

when they are available to be phoned back

Customer uses online form from our website to log details they want

disposed of

Booking is completed and a collection date is

given

KEYSTEPS

MOMENTS OF

TRUTH

CUSTOMEREXPERIENCE

Customersthoughts

text

text

text

text

text

I am happy my items have been removed

I am not happy that this takes so long to

complete when I have already done some of

it online

I am pleased with the level of knowledge the

advisors have

I am trying to book outside office hours-why can I do part of this online but still

have to wait for you to call me back?

I am happy that there is a service that can

remove my unwanted items

Customer given cancellation and

refund policy details

Customer is happy when items are

removed

Key issues/ opportunities

Current process is driving online transactions into

telephone and email channels increasing

administrative burden

Pricing structure needs to be clear to

enable online payment and

booking

The process needs to be shorter

CRM functionality can enable integrated self

service to point of service delivery without human

intervention

Could we charge for items we do not currently

dispose of such as one off loads of garden waste that falls outside of the Green Garden Waste scheme?

It is therefore important to understand fully each type of contact and the level of reassurance that the customer is likely to require before focussing the council’s efforts on deciding the best contact channel for that service. The council will place particular focus on three types of contact:

transactions, such as reporting a problem or paying a bill

interactions, such as getting advice, responding to a public consultation or putting in a petition

providing information, such as leaflets or web pages.

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Increasing customer choice, control and awareness of council services by:

communicating clear service standards and how the council is performing to customers

listening to our customer’s comments on our services through

increasing use of satisfaction surveys and mystery shoppers

developing a clearly identifiable ‘branding’ for information about services and how to access them through new channels, enhancing the ‘one council’ approach

Increasing understanding of our customers and using this knowledge to meet their needs more effectively by:

encouraging all sections of the community and partners in saying what they think of and need from the council

maximising the use of the corporate customer relationship management system to get a single view of the customer

using and analysing all available information to understand and

prioritise customer needs and ensure the right services are provided to the right people in the right way

Communications Clear and effective customer communications are vital to breaking down barriers that stop customers accessing services they need in the best way. The key focus of the council’s communications is to ensure that residents and other community groups: have access to clear, easy-to-understand information about services

are kept informed of what the council is doing and what is going on in

the borough

are encouraged to give the council feedback on services and their views to help make decisions about changes to services and the future of the borough

The council’s communications strategy was adopted in 2005. Appendix F updates this strategy to reflect changes since it was adopted, in support of this

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customer service strategy. Responsibility for the communications strategy sits with the Cabinet Member for Environment and Climate Change and the Communications and Media Manager.

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Part 3 - What will success look like?

Success for customers:

Greater clarity on how to access services and what to expect when they do.

Understanding about what services the council provides, what it does not do and why.

Increased choice and convenience when accessing services Services that offer value for money. Involvement in helping to shape both the design and delivery of

services. Greater focus on ensuring services are accessible for people with

additional needs, such as those with disabilities or those for whom English is a second language.

More consistent and accurate basic information about services and answers to frequently asked questions.

Information that is presented clearly, concisely and in plain English. Faster resolution of any problems and less need for contact with the

council. Less need to provide the same information to the council and its

partners. Well trained, customer focussed employees to help resolve customer

enquiries.

Success for the council: Meeting all legal duties. Strong decision making through wider engagement with customers. Value for money in activities that make most difference to residents. Improved ability to manage customer demand effectively. Better understanding of customers and their needs and priorities to

predict and prioritise service delivery. Increased value for money as services become cheaper to provide

through the economies of scale and removal of simpler work from more highly paid specialist staff.

Improved partnership working. Tracking customer enquiries from start to finish having a full

understanding of all their interactions with the council held on one core ICT system.

Improved access to information for staff and councillors, including ward based service information and enquiry tracking over time.

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Improved understanding of the diversity of opinions and needs of customers and confidence that all sectors of the community feel included.

Success for council staff:

Increased job satisfaction for frontline staff through having accreditation and the right skills to do their job.

Knowing that staff can make a difference to customers and make suggestions that help the council continuously improve what it does.

Greater understanding of what drives customer satisfaction and how their roles and responsibilities contribute to delivering good customer service.

The right tools, skills and information to help them to deliver excellent service.

Variety of work and career development provided to staff with similar customer service competencies.

Increased training in relation to customer services and the opportunity for this to be recognised through a professional customer service qualification gained over time.

Employees with professional and transferable skills that are recognised across the local government and business community.

Measuring how the council is doing: The success of the customer service strategy will be measured through developing measurable targets, outcomes and changes. For example, measures which look at where the council is now and then track:

Improvements in customer satisfaction. Increases in the percentage of queries answered at first point of

contact. Improvements in staff satisfaction. Changes in use of access channels, for example reduction in use of

letters and face to face channels, off set by an increase in telephone and electronic channels.

Services complying with the equality framework for local government. Information collected once and used multiple times. Reduction in avoidable contact. Improved mystery shopper results. Improved value for money. Increased understanding of residents’ needs through customer insight.

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Part 4 - How the strategy is developing The process of developing and implementing a customer service strategy needs to be guided by timely and informative management information showing customers’ needs and service preferences, also known as ‘customer insight’. This is information specifically relating to:

customer needs and priorities for service usage of each of the services the council is providing, the current

delivery channels available to the council (as well as those that may be available or needed in the future) and how people choose to use them.

Where is the council now? The council needs to develop a comprehensive picture of our current interactions with customers and use that information to see where and how we can improve things. Most information about customer interactions is currently held separately by services themselves with little knowledge sharing or use across the organisation. The graph below shows the low number of website ‘self service’ forms completed currently compared to telephone calls received. Online services need to be promoted to customers as they are available at any time and are more cost effective.

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2007/2008 2008/2009 2009/2010 Face to Face *52,730 *81,150 *95,838 Letter 267,422 248,434 193,840 Email 3,212,744 **1,588,066 **1,400,107 Telephone 1,487,579 1,418,295 1,299,875 Automated Phone 21,275 24,377 26,765 Web self service 1,983 1,858 1,835

*The table represents best estimates of contact volumes. Currently the systems and structure are not in place to provide comprehensive data on the nature and volume of contacts received by the different services and officers at the council. Implementing the strategy will enable greater accuracy of contact recording as well as improve the ability to manage the enquiries in the best way. **A technology change to filter email ‘spam’ took place after 2007/08. Details of other customer service activities already carried out are detailed in Appendix A - What has been done already? The following diagram provides some detail regarding the various unlinked business systems behind the various access channels currently operated by the council. For the purposes of simplicity the diagram does not show all the databases the council currently has in use:

Pre – Strategy: Current Customer Access Channels

The current organisational structure and working practices in relation to customer interactions provide limited information regarding contacts and

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trends across access channels. There is also duplication which is wasting money, causing confusion and contributing to poor customer service. Implementation of the customer service strategy would deliver the following: Post Strategy: Customer Access Channels

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PART 5 – What needs to be done?

Technical principles Technology is vital to the delivery of the customer service strategy and forms the foundation for more co-ordinated access to services; enabling enquiries to be dealt with at first point of contact by providing employees with excellent and accessible information. Corporate implementation of the customer relationship management system (CRM) will ultimately allow a resident or business to deal with the council as one organisation rather than as a collection of different services. The CRM is also critical in moving customers to ‘self service’ on the website, as forms requesting a service can be filled in online then feed into the system and on to the individual service’s computer systems electronically at any time of the day or night without needing a member of staff to be involved. Without development of the CRM services cannot effectively be delivered via online channels. The technical infrastructure will require a single customer database allowing information to be received and updated once but shared widely, removing the irritation for customers of having to tell different parts of the council the same piece of information. Use of the CRM in this way will allow employees to work to their strengths. The employees with the best customer facing skills spend most of their time interacting with the customers and acting as their advocate. In turn technical staff and those with detailed experience who occupy the back office are not regularly dealing with routine customer contact. Customers contacting the council expect frontline staff to have access to comprehensive, accurate and up to date information about them, the CRM can enable this better understanding of the customer and provide a more co-ordinated service by providing details of all the interactions the council has had with the customer, regardless of access channel. It also enables a pro-active approach in providing advice about other services the customer may be entitled to, as well as updating on any outstanding enquiries or problems the customer may have reported and eliminating multiple data entry. Longer term the council will also be able to anticipate and plan for future demand more accurately and also identify service failures and avoidable contact.

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While not all parts of the customer service strategy are directly reliant on it, new ways of working and reduction in costs will only be fully realised with the implementation of the CRM in the manner described.

Responsibility for the different customer contact methods To achieve the simplified structure and management of channels set out in the technical principles it is necessary to change who is responsible for some of the council’s customer access channels. The current arrangements are diluted and there is no formal strategy for which channels are used. By simplifying who is responsible for the various contact channels, the council will be able to improve performance and use of information and deliver efficiencies and cost savings through reduced duplication and waste. Structural changes will be required to implement the strategy, for example the corporate Contact Centre will cover the high level of both telephone and website contact from customers. The current and proposed responsibility for the channels is as follows:

Channel Current Owner Recommended Owner

Telephone Customer Access Manager (Corporate Contact Centre) Various Service Managers (Local Tax, Benefits, Housing, Planning etc)

Corporate Contact Centre

Website Corporate Communications ICT Customer Access

Customer Access Manager (Communications and Media Manager as communications tool)

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Email – generic Service managers Corporate Contact Centre

Post – generic Service managers Corporate Contact Centre

Texting Service managers Corporate Contact Centre

Face to face at reception

Customer Access Manager (Corporate Reception & Cashiering service) Various Service Managers (Local Tax, Benefits, Housing, Planning etc)

Corporate Customer Advisor team supported by service specialists

Social networking and other ‘new’ technology channels

Corporate Communications (using Twitter and Facebook where appropriate)

Communications and Media Manager (and Customer Access Manager for service access new media)

Use of ‘smart phone’ communications such as apps

No activity, no owner Customer Access Manager

Specific issues regarding contact are allocated as follows: Issue Owner Ensuring that electronic methods of accessing services does not disadvantage some customers

Customer Access Manager and Equality Strategy Group

Accessibility

Customer Access Manager and Equality Strategy Group

Cutting the need for customers to contact the council

Customer Access Manager

Moving customers to different service access channels

Customer Access Manager

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Changing how services are delivered Services and business processes will need to be reviewed and designed using customer insight with online ‘self service’ being made available for as many services as possible. It should be recognised that there may be challenge and change to existing organisational structures. The customer service strategy needs to become an integral part of the structure of the organisation and the way the objectives of the organisation are realised. It cannot necessarily be bolted on to existing practices.

Each type of service to be reviewed from the point of enquiry to the point of service delivery and designed considering the level of human interaction required and the needs of the customers.

The effectiveness of the channels available will need to be constantly

reviewed in line with changing technologies, channel hopping and changing customer habits.

Most cost effective channels for the council should be the easiest to

use for the customer to drive a shift in customer behaviour.

No group should be denied access to a service because of disability or language with services available in ways other than the council’s preferred method of contact, for example the website.

Finding ways in which to deliver services effectively but at a lower cost

will be increasingly important.

Staff development The council aspires to be customer focussed in all its dealings. In addition to staff values, which emphasise the importance of excellent standards in customer care, the council also uses customer focus as one of the measures on which to judge staff performance. Investing in employees through appropriate training and development is central to the successful implementation of this strategy. All staff need to be professional and competent in their dealings with each other and customers. Staff dealing with customers on a daily basis will have access to a wide range of training programmes and the opportunity to gain a professional customer service qualification. The development of this programme will help to deliver the cultural change needed to ensure the success of the strategy. Customer service employees require more than just customer service skills. They need to understand the diversity of all customers’ needs and business needs, as well as the ICT systems they are using. Staff will need to be kept up

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to date and given training to help them understand the vision and the part they need to play to bring it to life. Communicating the vision clearly to staff will therefore be a critical success factor in delivering the strategy. All new employees will receive customer service training as part of their induction to the council.

Information management In order to deliver quality customer service and to guarantee public accountability, councils must ensure they capture and efficiently and effectively manage information. Effective management of information and records supports the council’s business and functions; underpins service delivery; supports compliance with legislation; improves accountability and protects the rights and interests of the authority. The customer service strategy recognises that information is a valuable asset and seeks to use it as such. The council needs to extract maximum value from the data and information it holds in order to provide good local services, at a reduced cost. Information management has a crucial role to play in driving down costs, while maintaining high standards and enabling policy and business plans to be based on evidence. The customer service strategy will need to link closely with the council’s information management policy, to ensure that information is managed properly and that the customer service vision aligns with freedom of information and data protection principles.

Performance management Customer service is a key part of our corporate performance scorecard. The use of systems as detailed in this strategy will offer the council the opportunity to drive service from the customer’s perspective and to manage performance effectively and regularly. Wider performance measures will need to be agreed. Performance and activity across all access channels will be monitored and reported to senior managers on a monthly basis. As systems are implemented to capture all forms of feedback this will enable the council to respond to the needs of customers whilst aiming to reduce the number of complaints received.

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Part 6 – Resources

Funding The strategy is not seeking major investment as improving the service we provide to customers is part of existing change plans with much of the technology required to implement the strategy already in use in the council. A commitment to the cultural change to achieve the return on investment is required to deliver the benefits detailed in the strategy. The further investment now required will be used to link existing business systems to provide the single view of the customer, to implement systems to monitor customer satisfaction and to upgrade the telephone system in support of moving to a single public number. Appendix D – Technical costs of the strategy covers this aspect in more detail.

Skills ICT skills to deliver the changes detailed in the strategy exist in-house. The timeframe in which the changes can be delivered is a potential issue and has been highlighted in Appendix B – Risk Evaluation. The introduction of a professional qualification in Customer Service would enable frontline staff to challenge and develop their existing skills and keep these skills up to date by encouraging them to look critically at how they deliver customer service on a daily basis. They would also gain recognition for their skills whilst improving the experience of our customers.

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Part 7 – Driving forward the strategy

Ownership of the customer service strategy Basingstoke and Deane Borough Council’s customer service strategy and its implementation will be the responsibility of the Cabinet Member for Education, Performance and Partnerships and the Strategic Management Team, supported by the Customer Access Manager. By appointing a lead elected member and a lead officer it is believed that a there will be a simple and streamlined focus on best serving the people of Basingstoke and Deane. This arrangement should ensure that there is consistency in delivery of the strategy with clear ownership and accountability among the councillors and the council’s officers.

Review period for Basingstoke and Deane Borough Council’s customer service strategy Basingstoke and Deane Borough Council will treat this strategy as ’business as usual ‘with a view to evolving the strategy constantly. A formal review and re-publishing of this document will be made every two years subsequent to its initial publication.

Basingstoke and Deane Borough Council Customer Service Strategy

Appendices 2011 to 2014

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Appendix A What has been done already?

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Appendix A – What has been done already? Objective: To introduce a corporate customer relationship management system (CRM) to capture contacts from customers, facilitating faster and easier transactions with them and increased customer insight

Outcome: The original Northgate CRM solution was implemented in 2005 but was not used beyond the corporate Contact Centre and customer advisor teams. A new CRM system was implemented in June 2010 which has the capability to deliver corporate objectives with further improvements in services across departments who did not use the Northgate CRM and to customers including enhanced self service options via the website

Objective: Set up a corporate telephone Contact Centre to be the main point of contact for the services in highest demand from customers (Environmental Care, Planning, Revenues, Benefits and Housing)

Outcome: The corporate Contact Centre was set up in March 2005 and in 2009 achieved Customer Contact Association Accreditation. Whilst it has delivered services relating to Environmental Care from the outset and has incorporated other small lower volume services, telephone contact for Planning, Revenues, Benefits and Housing largely continue to be handled by each business unit

Objective: Reduce the volume of published telephone numbers to avoid potential customer confusion and to ensure consistency in response

Outcome: Whilst the volume of telephone numbers has been reduced there are still 15 telephone numbers advertised on the Contact Us page of the website

Objective: To provide a website which enables customers to self serve a variety of services and to communicate with the council at hours which suit them

Outcome: The council’s website www.basingstoke.gov.uk was updated in 2008 and customers can pay their council tax online via My Basingstoke, in addition to ‘self service’ access to a range of Environmental Care services. The website is a key source of

information for our customers

Objective: To provide a frequently asked and easily answered questions database for both internal and external use via the council website

Outcome: Ask Us has been developed for both internal and external use displaying answers to frequently asked and easily answered questions and is available via the website. Knowledge Base 1 software is an integral part of the new CRM and development of this will allow wider use of the system and increased management information

Objective: To deliver efficient and timely face to face customer service via Parklands Reception

Outcome: Since the closure of Deanes Reception all customer activity takes place in Parklands building A queue management system was implemented in June 2010 which will provide information on waiting times, time taken to serve visitors and also why customers visit the council offices rather than using another access channel

Objective: To provide continuous improvement in customer service through staff training and seeking customer feedback. 1

Outcome: Customer surveys show that many customers are either satisfied or very satisfied with the service they receive. However customer expectations of services are rising all the time regardless of access channel. The current way we provide service is hindering our understanding of our customers and is complicating customer access We took part in the bi-annual national Place Survey which sought to find out how satisfied residents were with their local area and the services available to them. In 2008, 58% of Basingstoke and Deane residents were happy with

1 Knowledge Base is a tool that will allow us to embed articles/question answers in the CRM, rather than using a separate system. It will provide management information on most frequently asked questions.

how the council runs its services compared to a national average of 45%

Objective: To scan all letters coming into the council into an electronic system (excluding those not currently scanned or opened for data protection reasons)

Outcome: Information@work stores incoming post for the majority of service areas, with the exception of some parts of Planning and Transport and Environmental Care

Objective: Customers have access to up-to-date and relevant information about council services and any changes to them , decisions taken by the council and what is happening in the borough

Outcome: The council publishes a residents’ magazine, Basingstoke and Deane Today, twice a year as our only direct communication with all our residents, other than the council tax leaflet. The magazine is distributed to all homes in the borough (approaching 68,000). It is well received by residents and a key source of information and method of consultation. The council also publishes many leaflets and brochures about the specific services it offers. Further reviews of the council’s publications are planned to ensure their cost effectiveness The website offers council information and news 24 hours a day and the council is also on Twitter and uses Facebook for specific initiatives The council has a proactive press office and regularly features in the local newspapers covering the borough and on local radio and television

Appendix B Risk evaluation

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Appendix B - Risk Evaluation

Risk Risk Description Impact Risk Category Gross Risk Key controls/MitigationResidual Risk Score

Further Action required and timescales

Risk Owner

1

Lack of resource to carry out changes to systems within the appropriate timescales

Inability to deliver the strategy in the timeframe

TechnologicalHigh Impact Medium Likelihood

Clear prioritisation of work streams

Medium Impact Medium Likelihood

Customer Access Manager & ICT Manager

2Mergers of technical companies whose systems we use

Potentially leading to unsupported products and reduced functionality

Technological

Medium Impact High Likelihood

Replace systems Develop in house systems and integration

Medium Impact Low Likelihood

ICT Manager

3Internal resistance to changing ways of working

Inability to deliver the strategy ReputationHigh Impact High Likelihood

Inform staff of benefits of change, regular communication, training. Customer strategy included in Efficiency reviews

High Impact Low Likelihood

Monitor success of implementing strategy and changes

Customer Excellence Group

4Insufficient funds available for technical changes required

Cultural change and use of existing technology reduce the impact of this risk

Financial


Prioritise technical changes across three year period, identifying savings made by changing ways of working


Head of Governance and Customer Support

5

Customers not using the online facilities as they are unaware of their availability and purpose

Loss of investment in both time and funds invested in improving online channels, inability to realise savings of this channel shift

Financial

Medium Impact High Likelihood

Use customer insight to inform effective communications and publicity campaign. Understanding which services will be most effectively delivered online. Monitoring of access channels


Communications and Media Manager

6

Risk of excluding customers due to more services being available online

Focussing transactional services online potentially increases the number of customers who will use this access channel thus potentially causing an accessibility issue for those who do not read English or who do not have access to the internet

Reputation Regulatory


Policy in relation to translation of website to be finalised and acted upon. Digital inclusion to ensure other channels still available for service delivery e.g. access to website available in reception

Low Impact Low Likelihood

Communications and Media Manager & Customer Access Manager

7

Potential shared service/partner arrangements not operating to same standards as detailed in strategy

Lower standard of service experienced by customers

ReputationHigh Impact Medium Likelihood

Contract specification and agreements in place, including built in complaint escalation process to ensure the council is aware of complaints received


Head of Service responsible for outsourcing/shared service contract

8Change of approach to customer service by councillors

Uncertainty regarding customer service standards

PoliticalLow Impact Medium Likelihood

Close working relationship with Portfolio Holder and communications with all Councillors


Head of Governance and Customer Support

9

Demographic/economic changes in the borough, especially changes to the Welfare Bill

More demand for council services, especially face to face. In turn council not meeting service level agreements

RegulatoryHigh Impact Medium Likelihood

Use customer insight. Monitor access channel usage. Staff deployment and cross training. Channel shift activities where possible


All Heads of Service

10Not maximising investment already made in systems

Inability to realise improvements in customer service and efficiencies in reducing avoidable contact

TechnologicalHigh Impact High Likelihood

Prioritise system work. Engage staff in change to reduce resistance



11No investment in infrastructure of telephony

Unsupported telephony with inability to have a virtual Contact Centre and realise efficiencies in relation to telephone channel (changes to telephony identified as a business need prior to customer service strategy)

TechnologicalHigh Impact High Likelihood

Regular communication with the Head of Finance, Local Tax & ICT


Head of Finance, Local Tax & ICT and Head of Governance and Customer Support

12

Changes needed to accommodation highlighted prior to customer strategy not going ahead

Inability to provide appropriate environment for customers in reception Inability to grow Contact Centre due to physical location and current technology constraints.

Reputation Financial

High Impact High Likelihood

Gaining agreement to enhance customer environment in existing reception area. Investment in telephony to deliver virtual Contact Centre functionality


Head of Property & Facilities Management, Head of Finance, Local Tax & ICT and Head of Governance and Customer Support

13Failure of systems to support strategy

Inability to fully deliver the strategy and realise improvements to service and efficiencies

Technological Financial


Effective and tested Business Continuity Plans in place to mitigate any loss of system



14

Due to increased transactional capability there is the potential to have additional personal data being conveyed via the website

Breach of Data Protection ActRegulatory Reputation


Information management strategy Data Protection training, ensuring staff are responsible for information. Ensuring suitably experienced people help us to manage the risk


Head of Governance and Customer Support, Customer Access Manager, Information Systems Manager

15

Information is shared about a customer without getting the information owners consent

Breach of Data Protection ActRegulatory Reputation

High Impact Medium Likelihood

Development of business processes associated with the collection, storage and use of this information will take due consideration of all legislative guidelines and protocols



16Failure to comply with public sector equality duties

Inaccessible services and negative equality impacts

Regulatory Reputation


Equality Impact assessment screening and scoping exercise carried out confirming equalities embedded throughout strategy



Appendix C Action plan

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Appendix C – Action Plan Principle Outcome Actions When One council culture

A culture that values and exploits the power of information – delivery of corporate CRM

Establish data sets to create ‘master’ customer record

Enable contact from all channels to feed into CRM

Facilitate CRM updating business systems

By December 2013

Standards monitored through a balanced score card framework

Balanced scorecard measurements agreed

Underway

Business Improvement Techniques (BITs) methodology applied to customer interactions

Implement BITs review under prioritised plan

By June 2011

Employees with recognised professional qualifications in customer service

Agree which qualification to attain

By May 2011

Telephone access channel delivered by corporate Contact Centre

Establish a migration plan of services into the Contact Centre

Roll out of training programme Rationalise telephone numbers and email

addresses advertised

By July 2011 By September 2011

Customer access management

Services delivered by most effective channel

Review contacts as part of BITs process to ensure full understanding of level of reassurance customer requires

In line with BITs review implementation

The website is the channel of choice for simple transactions and information provision

Develop online services under prioritised plan

Re-design site making it clearer and intuitive

Underway completed by December 2013

Customer choice, control and awareness

Regular dialogue with customers using a variety of methods to help shape services

Establish the following o website workshops o online forum o regular surveys o feedback methods as part of

service delivery

By September 2011

Knowledge management

Excellent data quality with duplication of effort in data entry removed

Established data sharing protocols

By September 2011

Analysis and interpretation of data and information held provided to councillors and managers enabling understanding and prioritisation of customer needs

Develop analytical skills in relation to access channel activity (website etc) and trends and customer feedback

By August 2011

Appendix D Technical costs of the strategy

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Appendix D ‐ Technical cost of strategy

Data

Hardware Purchase Type Area of Development

Hardware Cost One off

Software Cost One‐off

Proof of Concept Cost

ConsultancySum of Total One Off Costs

Software Cost Annual

Capital Surveys 1,500 0 1,500Capital Total 1,500 0 1,500Revenue CRM 0 6,000 6,000 1,200

Email 5,000 5,000 1,000Mobile Telephony 0 0 5,000 5,000Telephony 5,000 30,000 10,000 45,000 7,500

Revenue Total 5,000 41,000 5,000 10,000 61,000 9,7006,500 41,000 5,000 10,000 62,500 9,700

Capital Web 6,000 6,000Capital Total 6,000 6,000Revenue Email 5,000 12,000 17,000 2,400

Telephony 10,000 5,000 15,000 2,000Web 0 6,500 6,500 6,500

Revenue Total 5,000 28,500 5,000 38,500 10,90011,000 28,500 5,000 44,500 10,900

Capital Web 5,000 45,000 50,000Capital Total 5,000 45,000 50,000Revenue Mobile Telephony 35,000 3,000 38,000 35,000

Web 0 6,000 10,000 16,000 12,450Revenue Total 0 41,000 13,000 54,000 47,450

5,000 86,000 13,000 104,000 47,45022,500 155,500 18,000 15,000 211,000 68,050

Examples of hardware costs: tablet PC for surveys, call recording equipment, memory storage,single server for integration software Capital 57,500Examples of software costs: to enable virtual contact centre telephony, to enable reporting on Revenue 153,500email volumes, to integrate online transactions with business systems. 211,000

Appendix E The council’s customer charter

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Appendix E – The council’s customer charter

We promise to: provide high standards of customer care regardless of how you contact us respect and treat all our customers fairly and equally provide a translation service or documents in alternative formats, if required ensure our services are as easily accessible as possible be polite, welcoming and efficient, resolving your enquiry first time wherever possible make many of our services accessible 24 hours a day through our website,

www.basingstoke.gov.uk – allowing you to apply for services, report problems, find information and make payments and bookings

always carry identification when we visit you apologise when we get something wrong and put things right as soon as possible provide you with feedback about what we’ve done in response to things you’ve told us about

If you telephone us we will: aim to answer your call within 15 seconds and with a polite greeting identifying ourselves however, if your enquiry relates to complex housing needs, housing benefit, local tax or a

planning matter you may wait considerably longer to speak to a specialist officer due to the high demand and level of advice provided

answer your enquiry at first contact or if necessary, try to transfer your call no more than once return your call within one working day, unless we need to find out more for you. If that happens

we will ring you back as soon as we can with a response give you the name, telephone number and email address of the person dealing with your enquiry respond to voicemail messages within one working day. If you write to us we will: reply within 10 working days, either with a full response or to let you know when a full response

will be provided if we need more time to gather information provide a response which is clear and in plain English. If you email us we will: reply within five working days or let you know when a full response will be provided if we need to

gather more information and cannot respond in that timescale provide a response which is clear and in plain English. If you visit us we will: greet you in a polite and helpful manner try to resolve your enquiry within 10 minutes of your arrival. However, if your enquiry relates to

complex Housing Needs, Housing Benefit, Local Tax or a Planning matter you may wait considerably longer to see a specialist officer due to the high demand and level of advice provided

let you know when we will be able to resolve your query if we cannot do so during your visit try to give you all the advice and information that you need arrange a private interview room if required. If we visit you we will: normally arrange an appointment in advance provide you with our identification before coming into your home let you know if there is any information we need before we visit give you as much notice as possible if an appointment has to be altered or cancelled help you to fill in forms, if required. How you can help us provide a better service

Appendix E – The council’s customer charter

You can help to provide a pleasant environment for us and other customers, by treating our staff with respect and be considerate and polite when you contact us understanding that we will not tolerate abusive language or threatening behaviour towards

staff or other people using our services and that we will take action, including prosecution if necessary, against anyone who threatens or verbally or physically abuses our staff.

You can also help by:

providing complete and accurate information giving us more information when we ask you for it making an appointment in advance if you wish to speak to a particular person being on time for your appointment or letting us know if you are going to be late or need to

rearrange letting us know of any special needs you may have, in advance if possible telling us if you don’t understand something we tell you or ask you.

We welcome your views We welcome your comments and feedback about our services to help us make improvements. If you are not satisfied with the service you receive your complaint will be treated seriously and responded to quickly. Complaints will be monitored and steps taken to prevent a recurrence. How to contact us Website www.basingstoke.gov.uk Email [email protected] Text 07797 877006 Telephone lines are open from 8.30am to 5.30pm Monday to Thursday and from 8.30am to 5pm

Friday

For general enquiries call our contact centre on 01256 844844

However if your call is concerning:

Housing or council tax benefits call 01256 810680 Building regulations and other building control issues call 01256 845237 Council tax call 01256 358555 Registration of planning applications, appeals and public speaking at

Development Control Committee call 01256 845765 Planning enforcement issues call 01256 845274 Planning related legal agreements call 01256 845258 Planning policy and Local Development Framework call 01256 845796

Visit us our reception is open between 8.30am and 5pm Monday to Thursday and from 8.30am to 4.30pm Friday at the Civic Offices, London Road, Basingstoke RG21 4AH

Appendix F The council’s communication

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strategy

Appendix 1– updated communications strategy

Appendix F – The council’s communication strategy

In 2005 the council adopted a Corporate Communications Strategy. There is a need to

update the focus of the strategy to reflect changes since it was adopted, particularly the rise in

electronic communications, changes in the media, the council’s efficiencies and savings

agenda and new legislation.

Communication aims

The aim of the council’s communications is to ensure residents and other community groups:

have access to clear, easy-to-understand information to help them access services

are kept informed of what the council is doing and what is going on in the borough

and are encouraged to give the council feedback on its services and to give their

views to help make decisions about those services and the future of the borough.

Communications focus over the next three years

During the period of the customer service strategy, the council’s communications will:

move towards more cost effective electronic communications, where appropriate to

audience preferences and needs, to meet customer expectations in a multi-media age by:

ensuring the website is a trusted and easy-to-use 24/7 information source

using social media to engage with specific audiences

developing e-newsletters, emailers and e-blasts for specific audiences

e-publishing (including turning page publications)

increasing database marketing and allowing opt-ins and opt-outs of information,

(ensuring personal data is collected legally and privacy and choice respected)

provide a proactive and effective media relations service to keep residents and service

users informed about council services, decisions and actions

deliver communications and marketing campaigns, with clear messages and outcomes

to aid effective access to services

review printed newsletters and service information, including the council’s residents’

magazine Basingstoke & Deane Today, to ensure it is cost effective

provide effective local information, for example through use of community magazines

streamline consultation with our customers and residents on our services and decisions

Appendix 1– updated communications strategy support the council’s equalities and diversity duties, promoting fairness and

inclusiveness.

The council’s communications principles:

Accessibility making it easy for local people to get in touch, in ways that suit them

Integrity, openness

and honesty

telling it how it is, respecting people’s confidentiality and not over

promising and supporting freedom of information

Clarity 'speaking in the language of our audience', using plain English that

people understand and avoiding jargon

Consistency enhancing the effectiveness of our communications by ensuring

consistency of messages, tone, style and presentation

Engagement giving all residents a commitment to inform, consult and involve them

in the most appropriate way, showing we listen and providing timely

feedback

Inclusiveness involving all sectors of the community and providing information in

alternative translations and formats when needed.

Balance presenting information in the most objective way possible.

Accountability making it clear who is responsible for decisions taken.

Timeliness responding promptly to enquiries and making sure that

communications are up-to-date, particularly on the website.

Relevance targeting communication and consultation effectively.

Good planning ensuring that communications issues are considered as an integral

part of service and project planning, at the earliest stage in the

process.

Identity using clear branding to make sure it is clear that communication has

come from the council and is trustworthy.

Efficiency making sure that communications are value for money.

Documents

Customer Service Strategy - Basingstoke · A customer service strategy is a planned approach to serving customers appropriately at every point of contact to ensure the balance of