Transcript Slide 0

Customer Access Strategy
London Borough of Camden
February 2013
Appendix 1
Contents
Contents
Our customer access strategy sets out what we plan to do to make sure that customers can contact us
or access our services as and when they need whilst also improving overall customer satisfaction when
contacting the Council.
Within this document you will find:
01
02
Overview of the vision, objectives and
customer benefits

An overview of our customer access strategy, summarising our vision
and objectives for customer services in Camden

An overview of the benefits our customers will see based on the
objectives and customer insight set out later in the strategy
Camden’s customers

03
04
P11
An overview of who lives in Camden and how they prefer to contact the
Council. This section includes our digital inclusion strategy, and our
plans for reducing ‘avoidable’ contact to improve the customer
experience
Customer access plans

P03
P24
Strategies detailing our vision, objectives and priority actions for the
each of the following channels:

Telephone

Face-to-face

Web

Email

Post

Phone

Mobile

Social Media
Our approach to implementation

This section outlines our approach to achieving the vision, along with
the programme governance arrangements

Also includes our communication and engagement approach with
customers
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
P33
2
Overview of the vision
and objectives
01
Customer Access Strategy
Introduction & context
The Council has an opportunity to save money and
improve customer satisfaction by improving the way
our customers contact the Council.
Introduction
In line with local authorities across the UK, the London
Borough of Camden is currently faced with the
challenge of meeting significant budget cuts whilst
maintaining a high level of service for its residents,
business users and visitors. Looking at the way our
customers contact us provides an exciting and largely
untapped opportunity to make savings, whilst also
improving the experience of the customer.
The challenge will be to maintain a relentless focus
on customer excellence across the organisation, to
ensure the systems and processes work
consistently and to be flexible in our approach as
technology, legislation and other pressures change
over the coming years .
Objectives
Based on the insight into our customers and current levels
of contact outlined in this document, we have developed
several strategic objectives to guide the development of
our customer services over the medium term:
Context
1.
Our customers will trust the Council
In Camden, each time somebody comes into a Council
building it costs the Council £13.861, each telephone
call costs £3.861 and a web transaction costs around
£0.322. At present around 75% of Camden’s contacts
from customers comes through the phone. Given that
feedback and analysis from Camden’s customers3
indicates that a majority of the population would
actually prefer to contact us online, or using their smart
phone, there is clearly potential to make significant
savings and improve customer satisfaction by
improving options of contact that suit their lifestyle
needs.
2.
Our customer access channels will provide value for
money for the Council and the tax payer
3.
Our customers are able to interact with the Council
through their channel of choice
4.
We will have, and maintain, a website which is efficient,
informative and easy to navigate
5.
Our customers will have visibility of all their interactions
with the Council, and can track service requests whilst
also being sent automated service updates
6.
Our customers will have a single view of the Council,
irrespective of how they contact us, and we will have a
single view of the customer, where appropriate, through
our Customer Relationship tools
7.
We will benefit from improved business intelligence and
understanding of our customers
8.
Our customer satisfaction, measured by the residents’
survey and other satisfaction surveys, will be improved
9.
We will introduce new and innovative channels such as
social media and mobile apps
Of course, improving digital access options will not
mean that Camden stops providing services through
‘traditional’ methods such as telephone or face-to-face.
But what it does mean is that these channels will be
freed up for those that want to use them – often
residents with complex and sensitive needs – instead
of being an inconvenient method of contact for the
entire borough.
If we are able to deliver the changes outlined in this
strategy, not only will customers be more confident
about interacting with us, in a way that suits them, but
also we will make significant efficiencies and savings
from the organisation. We will be able to understand
individual customer needs more and be able, through
technology, to target particular services to customers
as and when they need.
1.
2.
3.
10. We will improve response rates and right first time
resolution wherever possible
Internal Camden Data Internal Camden
SOCITM, Better Served: customer access, efficiency and channel shift’, February 2011
Camden Residents Survey and MOSAIC Pen Portraits
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
4
Customer Access Strategy
Customer access vision
Our vision for customer access
By 2015, our vision is to enable our customers to self-serve through whichever channel is most convenient and accessible for
them, maximising the efficiency and quality of our customer services offering, and enabling us to ensure no one gets left
behind by being able to offer specialist, targeted support for those customers and transactions where end to end self-service is
not possible.
We will reduce the need for customers to contact us at all through process improvement and quality service, wherever
possible. We will ensure we deliver what the customer needs first time, whether through a web visit, service interaction or
outgoing communication.
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
5
Customer Access Strategy
Customer promise
Our customer promise
We will ensure that we provide services to you that are easily accessible, meet your needs and leave you satisfied with your
interactions with the Council. We will ensure that you are aware of our actions and we will deliver what we say we will; when
we say we will. We will ensure we deliver your needs first time, however you choose to contact us
We will understand
you and your needs
However you choose to
contact us, you will get
a high level of service
You won’t have to repeat
yourself and we’ll contact you
sometimes where we know an
issue is affecting you
We know you live busy
lives and we want to
make your
communication with us
as easy as possible
The web site will be simple,
effective, responsive, secure
and accessible
We will give extra care and
attention to those with more
complex and sensitive needs
You will see one Council
and we will have a joined
up view of how you’ve
been talking to us
The website will be
up-to-date and will
make your lives
easier
Where possible we
will give you 24/7
access to the
services you need
We will help you to move with the technology and
offer solutions that mean no one is disadvantaged
because of our changing times
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
6
Customer Benefits
What will our customers see and when….
13/14
14/15
An improved web offer,
making it easier and quicker to find
what you’re looking for
A changing Camden culture more
focused on the customer
Improved accessibility to our services
Customers, who want to, will see our
online offer as the primary source of
interaction
Improved correspondence and
interactions in a simple language that
makes sense
Reducing duplication, complexity and
failure (due to major changes to the
ICT infrastructure)
Overview
Expedited interactions and an offer of
new digital channels (through initial
changes to the underlying ICT
infrastructure)
Increased trust in our website and an
ability to transact more easily online
An increase in locations where you
can carry out transactions with the
Council
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
Majority of customers contact us
online
New building with an improved face to
face hub
Council has a single view of our
customers
Customers have a single view of the
Council
7
Customer Benefits
What will our customers see and when….
13/14
14/15
Self serve check in for appointments
Raising disability awareness and
training for all front line staff
Face-to face locations that are
equipped to improve service
accessibility e.g. immediate online
access to BSL interpreting; PCs
enabled for visually impaired users
(text to speech, font enlargement)
Improved flexibility of appointment
times and an ability to make these
appointments through digital
channels
Residents who are not confident with
using the web are provided with
assisted support and training e.g. in
libraries or community venues
Ensuring
nobody
gets left
behind
Customers will be able to make
payments in any Post Office across
Camden
An ability to check auto account
balances on the phone for rents,
leaseholders and council tax
Automated phone system to replace
the unpopular push button menu
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
Less customers needing to come in
Face to Face due to improvements
in alternate options, meaning we can
spend more time with those who
really need it
A new building that offers improved
access for more services
A higher standard of telephone
service for those that want to call us
8
Customer Benefits
What will our customers see and when….
13/14
14/15
Camden account live for businesses
and residents
An ability to track your interaction
electronically e.g. status of a PCN
challenge letter
Web pages, for those services that
generate lots of contact are simpler
and more effective
Full mobile app solution to report
street issues e.g. graffiti and litter
Accessibility improvements to web
including language translation, BSL
videos and a text to talk service
Web chat Implemented to assist
customers online
More services in the Camden
account
Culture changes to make Camden
staff more 'digitally savvy'
Digital
Enhancement
Improvements
Mobile version of our web
Ability to schedule and report on-line
e.g. a repair
Improved search facility on the web
Rationalisation of pages to reduce
c7000 pages to 'de-clutter' website
Intelligent e-forms for high volume
services
Emails and e-forms do not get lost in
the digital ether
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
Customer account allows customers
to view all transactions and updates
across all their chosen services (for
those in scope)
The need to only tell us once, even
where the interaction crosses
services (due to joined processes and
systems)
9
Customer Benefits
What will our customers see and when….
13/14
14/15
Customer Service Officers trained
around clusters of customer need.
E.g. benefits, rents, housing repairs or
services related to moving in or out of
the borough
Customer Service Officers given
updated information to improve
efficiency and accuracy ensuring we
get it right at the first point of contact
Web, social media and phone
become interactive and instantly
updated if issues are affecting
multiple customers e.g. delays to a
bin collection route
Customer relationship management in
place that helps understand customer
background (e.g. their first language)
and preferences (e.g. receive emails
instead of letters)
Improving
Customer
Insight
Able to proactively inform customers
about issues reducing customer need
to call the Council
Customer insight enables the Council
to make strategic decisions to more
accurately meet customer needs
A joined up customer record across
the Council enabling us to be more
efficient and responsive to needs
Ward level reporting on who, how,
when and why customers speak to us
Improved tracking of end-to-end
customer journey
Single view of the customer and their
contact with the council
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
10
Camden’s
customers
02
Camden’s Customers
Customer profile breakdown
Local context – customer access and appetite
for channel shift
We have already made significant improvements in
our service to customers through the 2011 Contact
Camden customer services programme, and now
have an excellent platform to continue this work and
make further improvements to the way the Council
meets our customers’ needs.
Customer access does not necessarily mean just
moving customers online. Instead, our
understanding of who lives in Camden and what
they expect of the Council, means that we are
committed to providing the most appropriate contact
method for each individual customer, and for each
individual transaction. Whilst around 56% of
savings will be delivered from customers switching
the way they contact the Council, 44% of the
savings will be achieved by reducing waste and
inefficiencies from clunky Council processes.
Local context – residents
A recent survey of 1000 residents shows:
•
80% of our residents use the internet more than
once a week with 72% online at least once a
day.
Camden’s non-resident customers
However, as a central London borough, Camden
Council also provides services to a high number of
business users, and visitors. It is therefore crucial
that we assess the needs and preferences of all our
customers to ensure the services we provide match
what they need.
Camden is home to the second highest number of
businesses in London after Westminster and the
fifth highest in the UK.
There are 23,990 local units in Value Add Tax
(VAT) and/or pay-as-you-earn (PAYE) registered
enterprises in Camden in 2011, about the same as
in 2010. Camden accounts for 6.1% of all London
local (business) units4.
Half of all firms in Camden are professional
services firms, but the borough also has a
significant number of market traders and micro
retail businesses located in pockets across the
area. Clearly, this significant group of Camden’s
customers will have different contact preferences
and customer needs both to each other, and to the
residential groups above.
Potential for savings in Camden
• 50% use the internet for online banking, showing
Currently the way our residents contact the Council
a transactional nature to their internet usage.
does not match these preferences. From the results
• Only 20% have never or rarely used the internet of the above survey only 11% of our residents,
surveyed, transact with the council via the web,
This level of internet usage reflects the changing
whilst 64% use the phone and 9% come in person.
nature by which people communicate and highlights
Camden are currently spending the majority of the
the growing importance of technology in people’s
available resources on the provision of phone and
lives.
face-to-face services, to groups of customers
In the first quarter of 2012, 36%, up from 23% in
whose preferences are, for a majority of services,
2010, of adults accessed content or sent emails
web and self service.
from their mobile phones. 42% of Camden
residents use their Smartphone to access the
internet & 21% through a tablet device.
As mentioned, this is not necessarily always about
getting people to do things online. However, the fact
our residents have a good grasp of technology
suggests that they are likely to be receptive to new
ways of contact, and open to doing things
differently.
4.
Source: UK Business Activity; Size and Location, 2011 (ONS)
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
12
Camden’s Customers
Resident Survey and focus groups
Camden Customer web
usage breakdown
Building a picture of our customers and their
preferences by being a listening Council
Over the course of a period from June to December 2012
we have spoken to c1500 residents to ascertain how they
would like to interact with us.
This has included a “door to door” survey of a 1000
customers across all wards, online questionnaires and
attendance at forums and seminars with key community
groups to ensure no-one gets left behind by any changes
we make.
Current
transactional
18%
Potential
transactional
32%
What we have ascertained
Whilst we are not saying that customer access is solely
about interacting through digital channels (it is also about
improving response times, understanding our customers,
improving our face to face and telephony and ensuring no
one gets left behind) it has been helpful to classify our
customers in to whether or not they interact online and a
break down of our findings can be found on the right hand
side of this page.
Non-transactional
30%
Further information on these profiles can be found on
Pages 14-17 of the strategy.
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
Non-user
20%
13
Camden’s Customers
Current transactional – 18% of our customers
What does this mean?
People who use online banking and the web
regularly who would also consider using the
Camden for transactions and information
finding
“I don’t
want to
speak to
anyone”
Who are they (some interesting facts)?
24% of residents in this group are aged 16
– 44 years
38% of private renters are in this group
15% of those who contact the Council more
than once a month come from this group
36% of those living in the west of Camden
are in this group
They don’t use our website because:
1. Couldn’t find info online (42%)
2. Prefer speaking to somebody (18%)
3. Currently quicker to speak to somebody
(13%)
current transactional
What would motivate them to use our
website
1. Quicker than phone or visit (47%)
2. Issue solved faster (41%)
3. Confirmation issue being dealt with
(33%)
4. Website easier to use (29%)
Their preferred channels
Largest group to leverage maximum shift in
customer behaviour, with considerable
propensity to do so
Small behaviour change needed.
Much more likely to be interested in
webforms, email and smartphone channels
Targeted actions:
• Promoting online services available and remove barriers; fixing broken links, getting your
request resolved quicker and it is right first time.
• Keep track of your request and be assured it’s being progressed.
• Review web and make it easier and simpler to use based on customer insight, feedback
and testing.
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
14
Camden’s Customers
Potential transactional – 32% of our customers
What does this mean?
People who use online banking and the web
regularly but do not use the Camden website for
transactions.
Who are they (some interesting facts)?
37% of potentials are aged 16 – 44 years
39% of private renters are in this group
33% of those who contact the Council more
than once a month come from this group
40% of those living in the North of Camden
are in this group
“I use online
banking but I still
want to speak to
the Council as I
couldn’t find the
information
online and it is
quicker on the
phone”
They don’t use our website because:
1. Prefer speaking to somebody (24%)
2. Couldn’t find info online (21%)
3. Currently quicker to speak to somebody
(18%)
potential transactional
What would motivate them to use our
website
1. Quicker than phone or visit (34%)
2. Issue solved faster (34%)
3. Confirmation issue being dealt with
(20%)
4. Website easier to use (16%)
Their preferred channels
Largest group to leverage maximum
behaviour change, with considerable
propensity to do so.
Capable but not yet willing. Small behaviour
change needed.
Increased use of a smartphone to access
online
Targeted actions:
• This is a major group on which to focus our improvements on.
• Promoting online services available and remove barriers; fixing broken links, getting your
request resolved quicker and it is right first time on web.
• Keep track of your request and be assured it’s being progressed.
• Review web and make it easier and simpler to use based on customer insight, feedback
and testing.
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
15
Camden’s Customers
Non transactional – 30% of our customers
What does this mean?
People who use the internet at least once a week,
but not for online banking.
Who are they (some interesting facts)?
31% of this group are aged 45 – 64
35% of this group are social renters
35% of those who contact the Council more
than once a month come from this group
Predominantly living South and West of
borough (41% each)
“I use the
internet but
only for news
and gossip”
They don’t use our website because:
1. Prefer speaking to somebody (28%)
2. Couldn’t find info online (22%)
3. Currently quicker to speak to somebody
(21%).
non–transactional
What would motivate them to use our
website
1. Quicker than phoning or visiting in
person (35%)
2. Issue solved faster (31%)
3. Confirmation my issue being dealt with
(23%)
Their preferred channels?
Requires explanation of benefits, instruction
and reassurance to change behaviour.
Low propensity to channel shift.
Targeted actions;
• Review web and make it easier and simpler to use based on customer insight, feedback
and testing.
• Focus on how to use other automated channels e.g. phone payments, transactions on
your smartphone.
• Ensure time saved by doing it online and keeping track of the progress of your request by
text.
• Reduced need to phone as queries are answered right first time
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
16
Camden’s Customers
Non users – 20% of our customers
“I don’t really know how to
use the internet. I’d like
too but it seems a bit
daunting if I’m honest”
What does this mean?
People who do not use the internet at all, or use it
less than once a week.
Who are they (some interesting facts)?
49% of those aged 65+ are in this group
31% of social tenants are in this group
17% of those who contact the Council more
than once a month come from this group
13% of those living central / south of
Camden are in this group
They don’t use our website because:
1. No internet access (27%)
2. Don’t know how to use websites (14%)
3. Prefer speaking (14%)
non-users
Motivators to using our website
1. Training on how to use computer (17%)
2. Quicker than phoning or visiting in
person (9%)
3. Confirmation issue being dealt with (8%)
Their preferred channels
Hardest group to change behaviour to
online transactions due to lack of digital
ability / access / interest.
Targeted actions:
• Promote the use of non-digital channels, e.g. local services in our libraries or post
offices where assistance can be provided if needed.
• Signposting how to get help and access to go online, using libraries and facilitators to
gain digital literacy and IT training.
• Join up campaigns to work with external initiatives that focus on other digital inclusion
activities.
• Improved face to face and telephony services.
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
17
Camden’s Customers
Camden’s customers6 and how they interact with us
– an external ratification of our findings
From the MOSAIC population segmentation tool,
which uses a combination of data including the
census, the electoral register, shareholder and
directors' lists, house price data from the land
registry, and local levels of council tax, we know
that 99% of Camden’s population falls into three
main categories (as used by MOSAIC):
1. ‘Renting flats in high density social housing’
2. ‘Young well educated city dwellers’
3. ‘Wealthy living in sought after neighbourhoods’
Whilst these first two customer groups have a high
propensity to self serve via the web (as shown in
figure 1, overleaf), the customers in group 3 no
longer have a preferred channel of choice for
accessing services. Around a quarter of this group
now prefer to access information via the internet,
and may be more open to self-serve and performing
transactions on line. Around 50% of this group
access the internet every day or most days, despite
most not having internet in their homes.
The remaining 50% of this group (which make up
18% of Camden’s population) are not receptive to
any channel except face to face. This preference is
accommodated through this customer access
strategy and our plans to facilitate access to some
services in libraries and post offices.
The following page goes into more detail about how
the MOSAIC data can be broken down against the
Councils customer base.
It is interesting that an independent assessment of our call
volumes shows that we receive up to 6 times more phone
calls than some other comparable boroughs7.
The tables below show that although the Camden website
gets a high proportion of web hits this results in a much
lower proportion of transactions completed on-line. In fact
one of our most popular pages is the Contact Camden
page displaying our telephone number indicating a
propensity for residents to go on-line but ending up having
to call us.
Figure 17
Indicative monthly channel volumes (including web
hits)
18,333
4%
F2F
Indicative monthly channel volumes7
10,000
6%
11,570
7%
18,333
12%
F2F
As stated throughout the strategy, for a variety of
reasons customers are not able or willing to
complete their “transactions” with the Council
online.
6.
7.
E-forms
Emails
10,000
2%
Web hits
11,570
2%
Comparing this to contact types:
This is born out by the data below where we see a
high volume of web hits but a low volume of e-form
completion.
Telephone
116,666
26%
Telephone
E-forms
116,666
75%
E-mail
MOSAIC Experian public sector ‘portraits’ – MOSAIC 2010 data, using MOSAIC 2001 name groupings
BDO analysis of data
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
18
Camden’s Customers
Independent customer profile breakdown
Figure 1
Camden resident breakdown
MOAIC
% Camden
Group11
population
Description
Access
Information
Transactions
Web
Telephone
Web
Telephone
Wealthy living in
sought after
neighbourhoods
7
These tend to be very wealthy individuals who
enjoy stylish living and cultural centres, who
don’t like face to face and have a high ability to
self-serve
Young well
educated city
dwellers
62
Late 20s to early 40s, our majority group tends
to be home sharers with high incomes working
long hours, with a high propensity to self-serve
Web
National papers
Mobile
Post
Renting flats in
high density
social housing
30
The majority of this group is aged 40 to 50,
home sharers from minority ethnic groups in
receipt of benefits
SMS text
National Papers
No significant
Figure 2
Camden resident breakdown and channel preferences
Based on our analysis on current contact figures, we
know that the areas which generate most contact to the
Council are:
Phone:
• Council tax
• Parking
Face to face:
• Parking
• Housing benefits
Post / eforms:
• Council tax
• Parking
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
19
Camden’s Customers
Digital inclusion across our customer groups –
Our vision for ensuring the customer access
strategy enables digital inclusion
Summary
A crucial and integral element of customer access
is ensuring that residents with complex and
sensitive needs are able to access services from
the Council and our partners, when and how they
need to. There will be a small group of customers
that will remain digitally excluded for various
reasons and it is important to ensure this group are
not marginalised through increased provision of
self-service.
Recent data suggests that there is no general
correlation between broadband penetration and
areas of social and economic deprivation, ethnicity,
and/or job seekers allowance claimants. This
suggests from an inclusion perspective that
increased migration to online services is generally
unlikely to cause indirect discrimination.
76% of the national population now have
broadband in their homes, and over half (55 per
cent) of those aged 65-74 have access to the
internet at home while over three quarters (77 per
cent) now have a mobile7. Furthermore, the
increased use of mobile internet devices in recent
years has already decreased the so-called ‘digital
divide’, as customers who may find home
broadband costs prohibitive do have access to a
smart phone device.
Social media provides the Council with another tool
to counter exclusion, as – despite worries that these
channels may breed a generational divide - sites
such as Twitter have an average user age of over
35, with those aged 45-54, 36% more likely than
average to visit the site8, and 48% of adults now
own a social media profile9.
Finally, as digital TV is now used by 96.2% of the
population10, this is a clear tool for the Council to
leverage when considering service provision for
digitally excluded groups.
In Camden we already have alternatives available
to customers who do not have internet access:

Free public access to the internet is available at
libraries

Libraries staff can show residents ‘how to get
started’ with basics of PC use, actively help and
support clients to access and interact with
Council services online if assistance is required

There is an offering of free Wi-Fi access in
libraries which is becoming increasingly popular

Telephone and processing support is available
from Contact Camden to increase customer
confidence in using online transactions

Internet access via Digital Television and mobile
phone technology is increasing, offering an
alternative to traditional PC access routes
Objectives
Our vision is that no resident in Camden should be
excluded through our customer access
improvements. We will ensure this by:

Ensuring all key transactions and web pages
can be completed and viewed on a mobile
internet device

Continuing, and improving, provision of
mediated self-service options

Expanding the communications and transactions
which are available through social media sites
such as Twitter

Evaluating the Council’s current use of IPTV,
and how this could be leveraged for groups with
sensitive needs e.g. social care services for the
elderly
7.
http://media.ofcom.org.uk/facts/
8.
‘Middle Aged are Driving Twitter Success’ [http://www.telegraph.co.uk/technology/twitter/5147827/Middle-aged-are-driving
Twitters-success.html]
9. http://media.ofcom.org.uk/facts/
10. http://consumers.ofcom.org.uk/2011/08/a-nation-addicted-to-smartphones/
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
20
Camden’s Customers
Digital inclusion across our customer groups
Our action plan for ensuring the customer
access strategy enables digital inclusion
What has this achieved to date
Current projects
Mobile and app development
Accessibility to the Web – (new
approach to accessibility forum)
Engagement with customers across
key digitally excluded groups
BSL functions in the main Camden
face to face HUB.
Where we are going
British Sign Language videos online
Using demographic data linked to
customer contact to better
understand their needs and
preferences
Video aids for housing needs and
parking in the three most commonly
used languages
Ability to understand where people
are having difficultly accessing the
Council’s website and being able to
intervene
Using webchat
Using language that the customer
understands rather than Council
jargon
TV based alternative to the internet
Web based language conversions
Accessibility page on web containing
BSL videos and text to speech
functionality
Improved web in terms of navigation
with simpler language
Using SMS text to update and inform
customers when they prefer
Designing services that are simpler,
clearer and faster for customers to
access the Council online
Being able to take advantage of new
and emerging technologies to increase
the effectiveness of the Council’s
communication with customers
Increasing customer choice in online
access and allowing greater
personalisation of services
Innovative and widespread online
accessibility for people with disabilities
The recommendations in this document will enable
Camden to offer ‘digital first’ but also to remember
our customers who will not or can not engage
online, to ensure Camden is also ‘digital
where appropriate’
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
21
Getting it right first time – An avoidable contact
strategy
Supporting plans - our approach to implementation
Our vision for avoidable contact
Objectives of the avoidable contact strategy
Our vision for ‘avoidable contact’ in Camden is that
avoidable contact becomes negligible, with little or
The customer experience for both citizens and
no impact on the services to other customers. To do
businesses when contacting their local Council
this we will improve all channels and their
should be one which is responsive, timely and
supporting systems to eliminate multiple customer
efficient. Delivering this within the limited resources
contacts through multiple channels. A seamless
of both Councils and their customers is a significant
end-to-end process across all channels will be key
challenge for local authorities.
to reducing this. In addition, services will need to
It is therefore crucial that we interact as efficiently
take ownership of the ‘right first time’ ethos,
as possible with our customers, to prevent them
applying it to every transaction they complete:
having to make unnecessary, valueless contacts
 We will improve the number of customer queries
which are costly and frustrating for both parties. We
that we are able to resolve first time by improving
should aim to get it right first time, every time.
signposting to key information on our website
Summary of the avoidable contact strategy
Avoidable contacts may occur when a transaction is  We will reduce the need for follow-up face-tonot resolved in one contact and a customer is
face appointments by ensuring all channels
forced to contact the Council again, perhaps
provide clear, detailed information and possible
through a different channel, to do so. Examples of
options for specific customer groups
such contact could be a customer calling Camden
to find out information which they have been unable  We will capture all contacts on our customer
relationship system and use the data to improve
to find on the website, or calling the Council to find
communication and mitigate future avoidable
out the progress of a previous contact which has
contact. Staff will have a joined up view of our
not yet been fully resolved.
customers and customers a joined up view of the
By identifying what customer contact is ‘avoidable’,
Council
Camden will be able to redesign the way services
 We will train staff around customer queries so
and information are made more accessible for our
customers do not need to contact multiple
customers, ultimately freeing resources and
services e.g. housing, welfare reform
improving satisfaction.
 We will significantly reduce the number of
customers that call back regarding the same
query
 We will significantly reduce the number of
dropped searches on the Camden website
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
22
Services we’ve reviewed and are changing
Rationale and service contact volumes
Rationale
Once the current round of improvements have been
made, changes in other services throughout the
Services for review were carefully selected through
Council can be made more efficiently as the
an assessment of contact data, benchmarking as to
underlying ICT infrastructure would have already
where other services have made improvements and
been implemented.
those which would have the most impact on a large
number of customers in order to ensure the Council
could evidence value for money and a return on
The following table details the services we have
investment in difficult economic times.
reviewed and will be changing over the next 20
months.
12 MONTH TRANSACTIONS
PRIORITY AREA
Parking
Payments - Call centre
Environment Services
Housing Management
Council tax
Cashiers (counter)
Repairs
Benefits
Registrars
Planning
Regulatory Services
Housing needs group
Leaseholder Services
Rents
Business rates
Phone
198,252
98,388
66,120
32,220
108,000
98,388
159,276
68,940
50,880
47,280
37,800
94,956
47,856
58,932
23,904
F2F
26,557
0
0
26,378
13,668
133,848
0
38,388
0
0
0
0
7,596
0
0
* Includes Parking face to face transactions
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
23
Channel plans –
our approach to
implementation
03
Telephone strategy
Customer access plans – our approach to implementation
Our vision for telephone access
Objectives of the telephone strategy
Summary of telephone strategy
Our vision for telephone access in Camden is that it
should become the ‘back up channel’, not the
primary channel used to contact the Council, as it is
currently. To achieve this we therefore must:
Telephone is currently Camden’s most used
channel, receiving an average of 116,000 calls per
month through Contact Camden and DDI (Direct
Dialling Inward11) to services – up to six times more
than other comparative London boroughs12. Each of
these transactions costs an average of £3.8613.
However, phone is not the preferred channel for
any of Camden’s three main population groups.
This suggests that many customers who call the
Council at present would prefer to use another
channel if possible.

Reduce publication of Direct Dial numbers
across all services to a minimum and promote
main Contact Camden number

Reduce the need for customers to call the
Council for information by providing useful and
accessible information through other means

Use the phone channel to offer a personal touch
where it is needed, to support those residents
with more complex or sensitive needs

Shift straightforward enquiries and transactions
from phone to the web wherever possible by
making the web intuitive and easy to use and
using an automated message directing
customers on the phone to the web

Increase self service by voice automation for all
routine enquiries and the switchboard

Reduce instances where we have to “pass
people” between departments through joining up
information better

Make sure we get the answer right first time and
do what we say, when we say so customers do
not need to call back and chase query
Examples of proposed changes which will impact this channel:
• A removal of the touch button system prior to speaking to an
officer
• Improvement of the scripts used by contact centre officers to
ensure the information is given out is expedited
• Accessibility training for Customer Service Officers
• Housing needs assessment triage process to be created for
telephone transactions, which will speed up the time it takes to
understand a customers level of need
• Improved council tax routing will mean that more customers
can resolve their query without waiting to speak to an officer
• Introduce texts to provide status updates e.g. a housing repair.
11.
12.
13.
BDO analysis of Camden data
BDO benchmarking of London Boroughs of Islington and Sutton, which have populations 13% and 25% lower respectively
Camden data
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
25
Face-to-face strategy
Customer access plans – our approach to implementation
Our vision for face-to-face access
Objectives of the face-to-face strategy
Summary of face-to-face strategy
Our vision for face-to-face in Camden is that it
should be available only for specific service areas
Looking at comparable customer profile boroughs,
and specific groups of customers, and that all
Camden has a high face-to-face volume and a low
customers who can use another channel find it
web usage. Recent progress has been made by
easier and more convenient to do so. To achieve
Contact Camden, moving from multiple face-to-face
this we will:
reception points to one main access hub in Argyle
Street from May 2011.
 Provide a better service to those that need face
to face access and ensure there are alternative
We also know some Camden residents have a
channels available for those that don’t
preference for dealing with the Council face-to-face
for some transactions. This means that this is an
 Implement an appointment only model to enable
important channel for Camden and there will be a
shorter waiting times (except in emergencies)
need to ensure that this customer preference is
 Use libraries and post offices to offer wider
met. There is potential for the service provision
choice of location and enable the transition from
through the face-to-face channel to be tailored and
a central cashiers service to a more local
improved in order to ensure that access to face-toprovision
face services is available for those who need it, and
 Reduce the need for customers to come to a
is delivered in a way that maximises the customer
Council building for a face-to-face transaction,
experience.
where the type of transaction and the provision
across other channels makes it unnecessary

Explore new and innovative ways of providing
face-to-face services e.g. Skype advice sessions

Maximise the opportunity of the new council
building opening in 2014 to improve our main
face-to-face offer with a more targeted,
supportive and positive experience for
customers
Examples of proposed changes which will impact this
channel:
• Online appointment booking for benefits advice
• Customers will be able to apply for and renew their parking
permits online instantly through the new platform including
web and mobile app, reducing the need to come in face-toface
• Improved accessibility on the web for those customers with
sensory needs, to prevent the need to come in face to face
• The ability to complete simple transactions at Post Officers
around the borough
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
26
Face-to-face – where will we have provision by
2014
Post offices – Businesses and residents able to make payments to the
Council
Libraries – Community hubs offering access to council services
All Camden residents live within one mile of a Post Office
branch.
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
27
Web strategy
Customer access plans – our approach to implementation
Our vision for web access
Objectives of the web strategy
Summary of web strategy
Our vision for the web channel is that it becomes
one of the primary and preferred self service
methods of contacting Camden for the majority of
residents.
Over three quarters of the national population now
have broadband in their homes14, and customer
expectations of accessing public services online or
via smart phones have risen significantly in recent
years. This means that channel shift to the web or
mobile devices is now often the best option for a
large group of customers.
Web provision in Camden at present is good, with a
wide range of ‘do it online’ functions available
across all services and a good level of information
available.
Despite this, web usage and transactions are
currently relatively low in the borough, with Google
analytics and contact data levels suggesting that
many residents go to the website only to find the
telephone number of the Council. 89% of visitors to
the website do not use it to carry out a
transaction15. More could be done to improve online
signposting to help residents find the right
information without needing to call or visit the
Council, and to reduce visibility of the other
channels available.
The launch of two new web accounts, one for
business and one for residents, will significantly
improve web provision over the coming months by
customising the online experience for customers,
providing a clear logic for transactions, and
crucially, providing a faster service than through
other channels thanks to better integration with
back office IT systems with feedback on progress.
From customer feedback it is also clear we need to
make information easier to find and transactions
easier to complete.
15.
16.
To achieve this we will need to:

Implement a customer led web account driven
by top customer interactions

Ensure web is ‘King’ in terms of speed of
response

React to peaks in demand from customers

Provide easy access to multiple services

Create a web that works and never fails

Ensure web is safe and secure and build
customer confidence in this

Integrate the website fully to stop internal rekeying and duplication which currently slows
response times

Ensure all web pages are usable across various
formats – mobile, iPad, android devices etc.

Work to get each transaction right first time so
customers don’t need to ‘channel hop’

Provide confirmation of online transactions and
keep the whole website up to date, to provide
customers with reassurance and ensure
services take ownership of keeping information
relevant and up to date
Examples of proposed changes which will impact this channel:
• Web based advice will be provided at point of application form
for housing needs
• Students will be able to apply for council tax exemptions online
• Missed bins can be reported online
• Customers will be able to view logged housing repairs via the
customer account, which will provide a facility to track the
progress of the repair
• Improved accessibility pages
• Use of web chat to help those customers who are
already on the web find what they need without
having to call
http://media.ofcom.org.uk/facts/
KPI data relating to customer access. Average volume from October 2010 to September 2011
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
28
Post and paper strategy
Customer access plans – our approach to implementation
Our vision for post and paper access
Objectives of the post and paper strategy
Summary of the post and paper strategy
Our vision for the post channel is that it should be
used only where necessary, when a customer
As the most expensive customer access channel17,
cannot easily interact with the Council by any other
and the least convenient for the majority of
medium. We will, however, ensure that we offer a
residents, we will aim to reduce use of this channel
continued post service for customers with sensory
wherever it is possible and legal to do so, whilst still
needs, and some elderly residents who may prefer
maintaining a core provision for those customers,
this channel, as well as improving current systems
often with sensory needs, who require it.
where possible to increase reassurance and
None of Camden’s key customer groups have post improve timescales. To achieve this we will:
as either a first or second preference. In some
 Redesign any processes which currently require
service areas it is currently necessary for residents
customers to use post, including the requirement
to send in hard copies of documents as evidence
for proofs
for the department, which forces residents to use
this channel.
 Replace on-line PDF forms with self serve
options e.g. student exemptions
It is also necessary for us to distinguish between
incoming and outgoing post and to establish the
 Reduce outbound post wherever legally possible
relationship between the two. Where we send out
and politically viable, instead improving online
paper documents to our customers by post, we
offerings by giving customers the choice of how
could be encouraging a response by the same
they would like to receive information e.g. email
channel or unnecessary phone calls where the
 Ensure any necessary outgoing post is clear and
letter is unclear.
jargon free to ensure it does not create
unnecessary inbound contact
Examples of proposed changes which will impact this
channel:
• In parking, customers will be able to upload and
documents and evidence needed to apply for parking
permits online, instead of posting in the documents,
which will result in quicker processing of their
applications
• We will aim to stop all non –statutory letters being sent
into the Council for leasehold services regarding
collections and will instead encourage customers to
contact us via different channels
• Improved internal processes around post, reducing
handling times
17.
Post transaction cost at other London boroughs has been estimated at c.£20 by BDO
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
29
Email and e-form strategy
Customer access plans – our approach to implementation
Our vision for email access
Objectives for the email and e-form channel
Summary of email strategy
We will:
Camden currently receives a high number of emails
- around 11,000 emails a month to public folders
and approximately 10,000 e-forms.

Delete general email address accounts

Improve website so that e-forms are integrated
and customer friendly, FAQs are better and
there is more transactional functionality

Remove jargon from our current e-forms

Ensure all e-forms offered are functioning, easy
to use, quick and reliable

Remove back office processing for e-options
wherever possible and financially viable

Use targeted e-updates to pre-empt contact in
some situations e.g. the start of university term,
bad weather etc

Ensure all e-form submissions receive an auto
reply, detailing next steps and when we expect
the customer to receive a reply
Email is a popular channel choice for customers
who would formerly have written a letter. 40% of UK
residents now have email access on their mobile
phones. However, increasingly, younger customers
prefer to use ‘chat’ style channels such as
Blackberry messenger or Skype for their
interactions.
Although e-forms and emails are both on the web,
the precise channel selected by the customer has a
significant impact on the potential savings to the
Council from use of the channel. It is key to make
two crucial distinctions when looking at future
provision:
Inbound and outbound Emails

Inbound emails are often just as resourceintensive for a Council as inbound post, as they
are not integrated with back office systems, and
it requires significant resource to monitor
accounts and take action. However, in some
cases outbound emails can be used as a
successful customer communication tool.
Camden currently sends 178,000 e-alerts every
month to residents regarding a variety of issues,
from
Council news to parking bay suspensions
Integrated e-forms

Unless e-forms are integrated with back office
systems - that is, they do not need ‘re-keying’
manually after they have been received - then
no resource is saved by providing them to
customers and response times can not be
reduiced.

However, even if e-forms are not integrated,
they offer a more structured contact channel,
which makes it easier for us to categorise and
direct the email to the appropriate officer or
department.
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
Examples of proposed changes which will impact
this channel:
• Proactive information relating to communal
housing repair updates will be sent to customers
through emails
• We will send first reminders regarding rent due for
Council owned properties via email, rather than
post
• All e-forms generate an automated reply with the
“FAQ’s” about that process
• Pre-populated e-forms with customer details for
those customers who wish to use the online
account
• Expedited responses to e-forms due to a lack of
back office processing
30
Mobile strategy
06. Customer access plans – our approach to implementation
Our vision for mobile access
Objectives of the mobile strategy
Summary of mobile strategy
Our vision for the mobile channel in Camden is that
it becomes a primary method of communication
between the Council and customers, both for
transactions and two-way dialogue. Where
appropriate we will:
On a worldwide level, mobile is expected to
become the primary vehicle for customers
interacting with organisations in the next few years.
In 2013 there will be 1.82bn mobile internet devices
 Create a specific mobile site
worldwide, compared to 1.78bn computers. This
means that mobile is becoming a more appropriate  Harness/promote the use of existing applications
channel for digitally
which offer relevant services
92% of adults own a mobile
excluded customers,
 Shorten online processes and payments to make
phone, and 36% use their
helping to reduce the
them more mobile friendly, with a confirmation
mobile to access the internet
digital divide caused
email to provide reassurance when making
by the often prohibitive cost of home broadband18
transactions
and buying laptops.
 Enable secure mobile transactions and
The mobile channel is obviously not appropriate for
payments
all services or customers, as it does not offer the
 Ensure the new Camden and business account
same level of personalisation as other channels,
work seamlessly on mobile devices
but there are several services where mobile may
actually be more reassuring and accessible for
 Ensure services recognise and plan ways in
customers than any other channel. Many young
which mobile can be used in service delivery
people today, for example, prefer to communicate
via their smart phone, and often do not have access  Reduce publication of Contact Camden number
on website and Council publications
to any other method of communication e.g. landline,
email address.
 Enable apps to report issues such as graffiti to
the Council
The mobile channel as a two-way tool for
communication could also hold potential for
Camden, with customers able to quickly and
cheaply report issues which they would not
otherwise e.g. sending in pictures of graffiti or a
broken lamppost without having to wait until they
get home. If the process is fully integrated such an
action is likely to mean the resolution of the issue is
expedited and therefore can reduce the total
amount of contacts received.
18.
Examples of proposed changes which will impact this
channel:
• Parking permits will be available via a mobile app
• All website pages will be made fully compatible with
mobile devices, so they display correctly on devices other
than a PC
• Mobile enabled website meaning customers can access
our services on the go
• Texting customers about relevant information so they
don’t have to contact us
Lecture on ‘Digital Marketing’ by Professor Vincent-Wayne Mitchell, Professor of Consumer Marketing, Cass Business
School, March 2011; New York Times Research – ‘Mobile Internet Usage Shrinks Digital Divide’
[http://bits.blogs.nytimes.com/2009/07/22/mobile-internet-use-shrinks-digital-divide/]
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
31
Social Media strategy
Customer access plans – our approach to implementation
Our vision for social media access
Objectives of the social media strategy
Before being able to proceed with channel shift in
this area, it is essential that we understand where
The use of social media within Camden is at
social media sits within the organisation at present
present in line with many other authorities. The
and how comfortable we are to use it more
‘Camden talking’ twitter account currently provides
expansively in the future, given the politically
updates and advice for basic customer queries, with
sensitive nature of the channel:
the ‘LoveCamden’ feed supplementing this with
 Confirm the new social media policy and
leisure and tourism updates for residents and
develop an internal strategy for its use
visitors.
The Council also has an active YouTube and Flickr  Provide training for staff at all levels in using it
appropriately and professionally
account, which provide informative videos and
photos on subjects such as recycling, or events in
 Look at how the social media that exists
the borough.
currently can be better linked up with the
corporate website so customers feel like they
The future challenge for the Council lies in finding
are dealing with where appropriate for
ways of facing the challenges of social media in
information and to one organisation
terms of engagement at all levels and across all
Summary of our social media strategy
services in the Council – including how to make the
organisation as a whole more relaxed about its use,
without exposing it to risks.
Further challenges for the Council in this channel
are caused by the fact that social media, by its
nature, is an instantaneous method of
communication to which Councils may find it
difficult to respond without bypassing procedures
and putting the Council’s reputation at risk.

Use social media to reduce avoidable contact
where possible

Increase social media resource during peak
contact times e.g. during extreme weather19

Introduce tools to monitor social media sites
linked to Council messages
Examples of proposed changes which will
impact this channel:
• Where a repair or issue relates to a communal
area or block of flats, we will share information
and progress updates via social media, to
prevent customers having to contact us once
the issue is already being dealt with
• Able to react and make customer focused
changes with immediate affect e.g. a
customer “tweeting” about a defective street
lamp
19.
Lecture on ‘Digital Marketing’ by Professor Vincent-Wayne Mitchell, Professor of Consumer Marketing, Cass Business
School, March 2011; New York Times Research – ‘Mobile Internet Usage Shrinks Digital Divide’
[http://bits.blogs.nytimes.com/2009/07/22/mobile-internet-use-shrinks-digital-divide/]
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
32
Implementation of this
strategy
04
Implementation
Implementation
This transformation will radically change the way
our customers contact us. Whilst customers will see
changes that are not related to digital forma of
communication to and from the Council, the
majority of our changes will require some form of
ICT development in order to ensure that we can for
example, reduce response times, understand our
customers and make strategic decisions for the
benefit of our residents, businesses and tourists.
The ICT centric nature of the changes mean that in
order to get it right, the time line for delivery will
take c20 months and the programme aims to
deliver all changes by November 2014/15, however
customers will start to notice a difference as early
as August 2013.
The programme will continue to manage change in
line with programme management methodology to
ensure risks are managed and changes are
delivered on time and to cost.
Just because the programme is moving into
the implementation stage does not mean that
the investigation into customer
improvements will cease.
In line with Camden ways of working the
programme will seek to be flexible and agile
to ensure that Camden continues to scan the
horizon for innovative and new ways of
working that brings in best practice that
works for our customer.
The programme will ensure that changes are
made in line with any other policy and/or
operational changes going on over the
timeframe.
The implementation process has built in time
to ensure that we keep in constant
communication with our customers to ensure
the changes meet their needs.
In short implementation will contain the
following key aspects:
Planning
Delivery of
the change
Risk
Management
Implementation
Benefits
realisation
and
monitoring
Customer
insight and
testing
Best practice
It should be noted that this implementation
will allow Camden to have a platform in
place that enables the organisation to
continually improve customer services over
the long term.
14/15
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
34
Key
Workstreams
Fast Forward 2014, Right First
Time
Programme governance arrangements
Digital access
enhancement (web
and Camden
account)
Monitoring
RCP
Portfolio
Reference
group
CMT
Strategic Programme Board
Delivery Group
Engagement
Organisational
change and
benefits
realisation
Ensuring
people don’t
get left behind
ICT Project
Board
Individual service project groups x12 led by
customer access programme project
managers
LB Camden | Customer Access Strategy – Vision & Objectives | November 2011
35