Transcript Slide 1

Customer Transformation
SOCITM South West Region
24th Jan 2014
Mel Solik,
Head of Customer Services and the Customer Programme
Gloucestershire’s Story
• Brief overview of journey taken
• Challenges, surprises and success factors
– what I wish I’d known
• Where we are now?
• Where are we going?
Background
We knew Customer Service wasn’t as good as it could be
• Commissioned 3 consultants to explore customer themes
• This highlighted:
 Inconsistent customer service
 Multiple gateways, hand-offs and interventions
 Growing digital demand not met
Council’s current customer access position
'Other' (fax)
0.5%
• Contact is high – over
1.8m pa
Letter 12.5%
• Phone and email: 66% of
all contact
Phone
36%
• No dedicated mobile/tablet
channel
Email
30%
• Contact centre under used
Internet
(self serve)
9.5%
Mobile (self
serve)
2%
Face-to-face
9.5%
• Post: 12.5% of all contact
• Back office systems not
fully integrated
Gloucestershire vs. UK population profile
20
18
16
% of total population
14
12
10
8
6
4
2
0
Gloucestershire
Large number of higher
socio-economic
groups:
- happy to self serve
- use mobile/ tablet
devices
UK
Areas of deprivation:
- may need additional or
targeted support
- also use mobile devices
Customers across Gloucestershire
• Digital use is growing
• We don’t fulfil self serve
requirement
Face-to-face
20%
Phone
32%
Internet (self
serve)
19%
• Almost no demand for post
• Serve today and tomorrow’s
customers
Mobile/tablet (self
serve)
29%
• Plan for tomorrow’s product
• Customers constrained by
current provision
Customer Access - drivers for change
• Increasingly, customers expect a better digital offer
– Demand from younger generations, who currently use costly channels
– Captures needs of the vast majority of our customers
– High proportion of digitally literate older people
• Early information and better signposting manages demand
• Need to get ahead of the curve
– Or risk not engaging with individuals and communities
Challenges, surprises and success factors
Stagnation
Dynamic
movement
- Uncoordinated
- Moving forward
- No buy-in
- Funding
- No confidence
- Impact
Surprise!: Alliance with ICT
Challenge: programme timings
– Could they be adapted to someone else’s priorities?
– How do they fit with the political landscape?
Success: engage with staff
What do we want to...
CONTINUE
... to improve the customer experience and save money?
What’s in a name?: The core principle
Think about your brand:
The Customer Programme is primarily about Customer
Service improvement for all Gloucestershire residents
The savings were always secondary – even though they
are substantial at around £3.5m a year
The most important lesson...
• Don’t:
“Treat others as YOU wish to be treated”
• Do:
“Treat others as THEY wish to be treated”
Where we are now: customer web journey
GCC’s website clearly lays out customer transactions....
Page 16
Where we are now: customer web journey
However, customers can’t necessarily complete transactions online:
Large amounts
of text make it
difficult to
navigate
Some application
forms need to be
downloaded,
printed off and
posted in
Prompts to email
the Council if
customers do not
understand.
Page 17
Where we are now: Mobile Offering
Our mobile website has a mobile optimised front page but it does
not enable mobile self-serve transactions
When trying to
do a transaction,
Customers are
taken to a
website page
which is difficult
to read on a
mobile screen
The mobile
optimised front
page does not
prioritise
transactional
services
Where do we want to be?
How far do you want to go?
1
ONLINE
e.g.
complete all
payments
and
applications
online with
no printing
2
FACE TO
FACE
e.g. Specifically
trained staff can
help resolve
queries about
partner
organisation
services
3
4
POST
e.g.
Reduce
postal
contact by
95%
5
PHONE TABLET/
e.g. have a
MOBILE
single phone
number for
all enquiries
to GCC
e.g. enable all
information and
transactions to be
available from
tablets and
mobiles
What’s the model?
• Consistent, wholesale principles
• Mandate for change
• What do customers want?
Next steps
2013/14
Set up
Programme
Governance
structure
Customer
Access
Model
CRM Soft
Market Testing
2014/15
2015/16
Business Process Management,
analysis and redesign
Back office
application
rationalisation
CRM and
telephony
Integrated
website
Customer
Specific
Applications
Information Management
Next Generation Desktop
2016/17
Benefits
realisation
(£3.46m)
How will we know we’ve been successful?
1
An embedded Customer Access Model
2
Leadership, change culture & accountability
3
A clear programme with appropriate governance
4
A prioritised list of services and transactions with data capture
and monitoring built into business unit plans
5
Supportive, sustainable and appropriate technology
6
Behaviour change, improved internal and external
communications
The next challenge...