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 rachel.conway@brighton-hove.gov.uk@rsc1www.brighton-hove.gov.uk