2007 2011 Customer Service Strategy Improving customer service for all those that live and work in West Berkshire In support of the Council Plan 2007 - 2011 A WBC Key Plan - Not Part of the Policy Framework
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20072011
Customer ServiceStrategyImprov ing customer serv ice for a l l those that l ive and work in West Berkshi re
In suppor t o f the Counci l P lan 2007 - 2011
A WBC Key Plan - Not Par t o f the Pol icy Framework
West Berkshire Council's Customer First & Foremost
Introduction
West Berkshire's Council's aim to deliver improved services means we must put customers at the forefront of allwe do - constantly. Customers are defined in this strategy as being both external and internal. We have beenmaking improvements to our customer services and service accessibility. However, we are keen to do more toensure that we consistently deliver an excellent service. The Customer Strategy has three purposes, namely:
to establish the overall aims of the Council in placing the customer first in all we do
to set out a specific direction for the development of customer access channels, regardless of department or service; and
to provide a framework for customer service improvement based upon clear and agreed principles.
Customer Focus
West Berkshire was an early adopter of 'Customer Focus' and the Corporate Plan identifies Customer Focus as akey development area for the Council. The creation of the Customer Services is a tangible and successful symbolof that focus.
The premise for Customer Services is relatively simple; externally facing it puts the customer at the centre of it'sbusiness planning, it provides high levels of customer care, and a single point of contact and enquiry resolutioncombined with constantly reliable and timely information. Inwardly facing for the Council it increases capacityfor both technical and professional staff, it provides economy of scale in terms of cost reduction and capacityenhancement; it reduces service failure and significantly it has the capability to breach traditional inter- service barriers.
“providing highlevels of
customer care, asingle point of
contact andenquiry resolution
combined withconstantly
reliable andtimely
information”
3
There are a plethora of National Agendas that reference customer satisfaction, consultation and feedback ascurrent and future targets. Taking into consideration the national 'scene' and the challenges presented by asustained restrictive financial arena the argument for the continued expansion of Customer Services is potent.Customer Services as service did not exist three years ago - it is now a mature, successful and stableenvironment that is readily able to deliver even more. Theme 2 sets a minimum target 50% of services to beprovided through Customer Services by 2009 - currently it provides 25%.
Customer Service expansion has generally been organic and opportunistic starting initially with Revenues &Benefits, Streetcare, Planning, it has now extended Concessionary Fares, Community Care referrals for Adultsand Children and Young People. On the horizon for 2006/07 are the Property Help Desk and elements of PublicProtection. Nonetheless there are impelling reasons for a programmed step - change; Community Care andEducation have large front facing services that can readily be adapted to the Customer Service model. Referenceis made in this Strategy to the Change Improvement Team (CIT) which falls under the governance of theCustomer Focus Programme Group (CFPG). The CIT will be tasked to review the aforementioned services withthe intention of moving those front facing elements to Customer Services on the accepted principles of costreduction, capacity improvement, improved customer care - however if these cannot be demonstrated there willbe no cogent reason for service migration.
Five Themes - One Purpose - Improvement
This document details why a Customer Strategy is required and what we mean by customer focus. It outlines theCouncil's vision for customers, including key outcomes. Finally it outlines the action plans for the 'Five Themes'that will help us to deliver our vision. The Customer Strategy is supported by delivery plans for each of the keyaccess channels - contact centre, face to face, and electronic /self service.
Implementing improvements to service accessibility and focusing on the customer are challenging tasks. ForWest Berkshire Council, these challenges are made more complex by:
Varying pressures to improve services and access to them from customers, Corporate plans, Central Government agendas or legislation.
The development of plans to suit a variety of stakeholders.
The requirement to deliver services via multiple channels.
The complexity of modern technology.
This strategy aims to break down some of thiscomplexity by identifying the issues that needto be addressed and; developing key modelsthat can be used to support discussions.
Good customer services should be an integralpart of this Council's daily business. A robustcustomer service strategy will addressbusiness strategy, organisational structure,culture, customer information and technology.This is a particular challenge for us as aUnitary Council due to the wide range ofservices which we provide.
4
So, what does excellent customer service look like? There is no absolute definition but you would expect thefollowing attributes and these constitute the basis of the 'FIVE THEMES '
Accessible - locations and times which meet our customers' needs
Relevant - services that are fit for purpose, joined up and minimise potential barriers
Inclusive - all customers are treated equally and fairly and customer feedback is acted upon
Quality and Efficiency - reliable, flexible and responsive services which are continuously improved and delivered cost effectively
Empowered and Effective Staff - ensuring our workforce that has the appropriate skills, tools, and authority to effectively deliver quality services.
Customer Services has several dimensions which are illustrated in this framework. The effectiveness of anyservice must ensure that all business activity centres on our customers and that review mechanisms are in placethat act upon the most valuable data of all - customer feedback
Our services must address the needs of all sections of the community. An accessible and customer focusedCouncil places the customer first. We must establish what residents want and organise ourselves to deliver thiswithin available resources. Developing this approach is not just a regulatory obligation; it is also part of goodmanagement and the provision of high quality services.
A commitment to excellence in customer services must be part of the organisational culture at all levels. It is a'Golden Thread' that starts with the Corporate Plan, leads then to Directorate Plans, Service Plans, and ultimatelyknots itself to individual employee Appraisals where tactile measures will evidence achievement.
Customer Framework
5
The National and Local Context
A number of national initiatives make improving customer services increasingly important, including:
comprehensive performance assessment (CPA) 2005, the 'harder test', which integrates customer services' principles throughout its new assessment framework.
the Local Government Reputation Project, which addresses the current poor perception of local government.
Gershon (Efficiency) Agenda, which every Council now uses to deliver improvements in service delivery, both internally and externally.
the Choice Agenda, which advocates the need for high quality public services that are flexible, accountable and personalised.
e-enabled services, which should allow better access to services at lower cost.
The 'Varney Report' which sets the direction and objectives required to deliver world class services.
the emergent DCLG White Paper 'Strong and Prosperous Communities' which majors on resident consultation, choice, engagement and service delivery .
The size of the challenge facing local strategists has been shown by a new DCLG survey into User Satisfaction.Whilst 76%+ of citizens trust LA websites, only 12% actually use them to find information and 86% feel underinformed. In the last twelve months alone most citizens contacting local government have done so by telephone(78%); in person (28%); and by letter (18%), with just (8%) by email and (7%) using the internet/website. Thispicture is when viewed against the backcloth of a major Government push to 'e - enable' local councilsdemonstrates a major challenge for this Council.
In addition to these national drivers there are a range of local strategies and initiatives which seek to improvecommunication, access, consultation, and cost effectiveness of service delivery.
Consultation StrategyCommunications StrategyEqualities StrategyInclusion StrategyEngagement StrategyCustomer CharterAccommodation StrategyLocal Strategic PartnershipsCommunity Safety StrategyICT Strategy
6
Implementing the Strategy around Five Themes - One Purpose - Improvement
The following themes are designed to ensure that West Berkshire Council delivers excellent customer services.The Themes have stated measurable outcomes against which successful achievement can be measured - theyalso set the vision and direction for improving the 'customer experience'. The Themes once Council approved arethe enablers that will drive the Customer Focus agenda - some are quick wins, others will be continuous; incombination they have the ability to transform the way in which we respond to those that live and work in WestBerkshire.
Theme 1 - Accessibility
Customers should expect to access their services conveniently and efficiently. To achieve this, services mustfocus around the customer needs rather than service structures.
Access channels (in person, by telephone, by email) and the cost of providing those channels will largely dependon the complexity of the transaction as illustrated below:
As the illustration shows the most cost effective way of providing access is through self service electronic delivery- the most costly by way of face to face communication.
A primary driver for this Council is to provide the most cost effective and efficient access to services. Resident selfservice and self fulfilment is our ultimate goal. However, experience suggests that those most in need of face toface and therefore the most costly of services are often the most disadvantaged in our community. Irrespective ofnational and local initiatives that seek to encourage the wider use of self - service cost effective channels it isessential that we maintain our capability to deliver one to one services for this section of our community.
Delivery Methods - Analysis of Options
7
Theme 1
Accessibility
Using customerinsight andintelligence toshape servicedelivery aroundcustomer needs.
Letting customersknow whatstandards ofservice they willreceive, andencouraging themto makecomments andsuggestions.
We Will
improve access foreveryone through achoice of accesschannels.
promote electronicand self servicechannels
we will consultover the potentialto extend openingtimes asappropriate
Customers Will
be able to contactthe relevantservices through achannel whichsuits their needs
be able to contactthe Council attimes convenientto them
Progress to March 2009 will bemeasured by
residents being able to access80% of all Council Servicerequests by self service i.e.electronically
increasing the existing numberand range of joint /sharedservices through newpartnership working e.g.Citizens Advice Bureau, LocalHousing Associations, LocalCouncil's
providing information in differentformats and languages asappropriate to the customerneeds.
ensuring that all Councilfacilities are accessible to thosewith a disability
the establishment of an 'East ofArea' office that will provideface to face access for the26,000 residents who live toeast of the M4 Corridor
the publication of acomprehensive contact listcontaining service provision,telephone, email and addressinformation delivered to allCouncil Tax Payers -regularlyupdated on the internet.
increasing the CustomerServices access hours by 9hours per week.
8
Theme 2 - Relevant
The Council was an early adopter of the One - Stop approach as demonstrated through the creation of theContact Centre. One Stop within West Berkshire is to be interpreted as single point of contact where theservice requester will have their enquiry resolved at the first enquiry 80% of the time. One - Stop has severaloutcomes. It establishes a focus on excellent customer care through the use of dedicated and trained CustomerService Advisors who can cost effectively and flexibly deliver consistently high standards of customer care. Italso provides in turn economy of scale opportunities and new and creative ways of delivering front lineservices.
Importantly our One - Stop ethos also creates capacity as it allows professional and technical staff to makeproductive use of their time by releasing them from supportive tasks.
Our customer surveys and mystery shopper reports suggest high levels of satisfaction from West Berkshireresidents (compared to other Councils). However, national research suggests that many customers aredissatisfied or have low expectations of local authority services.
Responsiveness to customers is a two way process. As we make available more information to customers andallow them to make choices and decisions about their services they provide us with feedback on how we canfurther improve the customer experience. Feedback mechanisms have a significant part to play in this ActionPlan and they have the capability once learning has been garnered to radically reshape existing servicedelivery to better suit our customers requirements.
The implementation of the Customer Relationship Management (CRM) technology will help the Council tocapture this feedback but a council wide approach to ensure that residents are clear about how this informationwill be used and what has changed as a result of it needs to be developed. Significant investment in this areahas been secured and a rolling program that will initially start in Customer Services commences in the Autumnof 2006.
“As we makeavailable moreinformation to
customers andallow them to make
choices anddecisions about
their services theyprovide us with
feedback on how wecan further improve
the customerexperience.”
9
Theme 2
Relevant
To understandwhat ourcustomer's needsare. To shape ourservices so thatthey can bedeliveredresponsively, witha minimum ofbarriers,accurately andcost effectively
We Will
we will consult tobetter understandour customersneeds
design services toreflect those needs
join up services (including those inPartnership) tobetter respond tothese needs
utilise customerinformation tocontinually improveprocesses andminimise servicefailure
Customers Will
be able to let usknow howservices can beimproved to bestsuit their needs
be satisfied with allservices and feelinvolved in serviceimprovement
be able to accessa range ofservices throughgenerically trainedstaff
customers will beeasily able tocompliment,comment, orcomplain aboutour services
Progress to March 2009 will bemeasured by
increasing the range of servicesdelivered through CustomerServices from 25% (in 2006) to50% by 2009
a 40% reduction in direct phone numbers - workingtowards clarity and ease of access ( Numbering Strategy)
ensuring all customers are ableto provide electronic, telephone,face to face, postal feedback.Customers will be able to comment on the effectivenessand quality of council services - this
learning to be used to improveservice delivery
increasing year by year the %percentage of customerssatisfied or very satisfied withcouncil services as measuredby Satisfaction /MysteryShopper Surveys.
resident satisfaction as to thespeed and manner in whichtheir Complaint was handled
ensuring that services reporttheir performance against theWBC Customer CharterStandards; that this is madeavailable to the PortfolioMember, Executive, Internal andExternal Customers.
10
Theme 3 - Inclusive
We have taken a number of steps to ensure that we reach the most vulnerable sections of our community.There are examples of good and even best practice in some areas, but this is not consistent across the wholeCouncil. We know form our Comprehensive Performance Assessments that we are not consistently reachingsome sections of our community. Monitoring of the uptake of services by different community groups and otherequality strands e.g. disabled, age, gender continues to present a challenge.
The Council's aim is to make it easier for all our diverse communities to contact us by ensuring that we provideappropriate information and adequate access for all customers. We need to understand current and futureneeds of our customers and customer groups and identify ways of meeting these needs. By the use ofcustomer profiling and segmentation we can ensure services respond to the needs of diverse communities.
“The Council's aimis to make it easierfor all our diversecommunities tocontact us byensuring that weprovide appropriateinformation andadequate access forall customers”
11
Theme 3
Inclusive
To understandwhat ourcustomer'sneeds are. Toshape ourservices sothat they canbe deliveredresponsively,with aminimum ofbarriers,accurately andcosteffectively
We Will
improve consultationwith our diversecommunities to ensuringappropriate accessto information
use the ConsultationFinder www.westberks.gov.uk/index.aspx?articleid=1408) to facilitateeffective survey's eventsor opportunities forpeople to get involved andhave a say about localissues or services inWest Berkshire
understand the currentand future needs ofcustomers and customergroups and identify waysof meeting these needs
proactively use customerhistory as provided by ourCustomer RelationshipManagement System todevelop services thatrespond to the needs ofour diverse communities
reflect and develop actionplans to improvecommunity engagement/access through theCouncil's InclusionStrategy
use our Area Forums topromote Council Servicesand to gather feedbackfrom our residentsregarding local issues
Customers Will
not encounter'barriers' toservicedelivery/accessdue to language,disability, race orcreed.
be encouraged toengage andcommunicate withthe Council so that we canbetter understandtheir needs
Progress to March 2009 will bemeasured by
establishing a Baseline for thosesections of our community whoare underrepresented
using the data captured by CRMto reshape services for BMEgroups
an increase in take-up ofservices by those sections of thecommunity who are currentlyunder-represented , for examplein Benefits
promoting the use of Minicom /Text phone services for all publiclines
providing interpretation andtranslation on request for allservices
obtaining Charter Markaccreditation for CustomerServices
adopting a council - wideapproach to satisfactionmeasures.
By consulting and with :- people with a disability- people with low levels of literacy- individuals for whom English is
not a first language- young adults
in order to provide better services forthese unrepresented groups
Target - 100% of the Councilestablishment who haveundertaken equalities Corporate Equalities Training
12
Theme 4 - Quality
We need to improve and redesign our business processes to enable us to deliver customer-focused continuousimprovements. Technology is a significant enabler to implementing this Customer Strategy, and investmentsuch as in the Customer Relationship System should help the council to get a far better view of its customerand respond better to their needs.
Theme 4 also witnesses the creation of a Change Improvement Team (CIT) whose terms of reference will majoron the modernisation of the culture of the Council so that systems enable efficiencies, differences are cateredfor, services work in tandem and inward and outward communications are improved. The Terms of Referencefor this work will be agreed by the Customer Focus Programme Group (CFPG) as will overall governance,however a key objective will to break down inter service barriers with the aims of streamlining work activities,efficiencies, and capacity gains. Due to the significance of this work it will be necessary to consider theresource implications in order ensure sufficient capacity exists to secure effective and timely completion. Thismay necessitate temporary officer secondments.
We will complement the use of technology by developing strong relationships and reporting mechanisms(satisfaction results for example) across our services. For improvements to take place, the service planningframework of the council must play a key role. As customer needs are identified they must then be put intoservice improvement plans, with the necessary resources identified and attached.
“The ChangeImprovement Team
(CIT) will major on themodernisation of the
culture of the Councilso that systems
enable efficiencies,differences are
catered for, serviceswork in tandem andinward and outwardcommunications are
improved.”
13
Theme 4
Quality
Ensuring that weare an effectiveand efficientCouncil. One thatcontinuallyreviews itspractices andtechnologicalrequirements todeliver costefficient qualityservicesappropriate to ourresident'srequirements.
We Will
radically improveservices through acomprehensiveprogramme ofreviewing andimproving existingwork practices
encourage selfservice for thosethat are able toaccess these moreeconomical ways ofcontacting theCouncil
develop supportingtechnology todeliver end to ende-governmentservices
obtain a singleview of thecustomer throughan effectiveCustomerRelationshipsystem (CRM)
Customers Will
use convenientself - servicemethods and wantto continue usingthem
received improvedand fasterenquiry/serviceresolution
receive animproved servicefrom staff who have details of theirrecent transactionto hand
Progress to March 2009 will bemeasured by
the establishment of a ChangeImprovement Team (CIT) whowill determine a workprogramme that deliversefficiencies across a range ofCouncil services.
the use of a ElectronicDocument Management RecordSystem (EDMRS) to captureand manage work streams toimprove the speed andaccuracy of service delivery
intelligently using theinformation captured by theCustomer RelationshipManagement System (CRM)and using this re - profileservices to deliver efficiency and responsiveness
Individual Service Action Plansto address service deficiencyare endorsed by the appropriateService Director and appropriateresources are dedicate toenable there successful delivery
Service Plans will containstretch SMART targets forimproving responsiveness,quality, and cost effectiveness ofcustomer focused servicedelivery
14
Theme 5 - Empowered and Effective Staff
We have committed and skilled workforce who are regularly praised by customers for the work they do. Staffare generally well informed and customers have commented that when they contact the council "staff arehelpful and polite". However, many staff currently work within department and service silos with the exception ofthose staff working in Customer Services. The result is that customers can get passed from "pillar to post". Italso means that sometimes 'specialist' staff can quite often end up dealing with straightforward enquiries thatcould be more appropriately dealt with by customer service specialists.
Customers would prefer that their enquiries are owned by staff rather than having to navigate their way arounda system. Staff themselves would like to own customer queries, but cannot do so as they may not haveinsufficient information, tools, or authority to do so.
The concept of the 'internal customer' needs to be more widely accepted in relation to the connection of frontand back office. Staff at the front end can unwittingly be used as a 'customer aversion shield ', poor links willlead to unfulfilled promises, unrealistic expectations and a lack of feedback from our customers.
Our plans are to build the skills, capacity and attitude to put customers first in West Berkshire Council. We willwork with colleagues in Learning & Development, and Equalities to achieve this. The achievement of much ofthat is included within Theme 5 is also reflected the Corporate 'People Strategy'. The two strategies legitimatelycross reference and support each other.
“ We havecommitted and
skilled workforcewho are regularly
praised bycustomers for the
work they do.”
15
Theme 5Empowered andEffective Staff
Support theembedding of acustomer focusedand customerdedicated cultureacross the WestBerkshire Council.
We Will
encourage acustomer - focusedculture across thecouncil
ensure effectiverecruitment andretention of aprofessionalcustomer serviceworkforce
give front line staffthe authority toown customerissues through toproviding solutions
Customers Will
feel staff arehelpful and that theadvice is accurate
rate staff highlyand haveconfidence in them
feel that theirproblems areowned by staff andproblems areresolved quickly
one callerresolution - not tobe passed from'pillar to post'
Progress to March 2009 will bemeasured by
All new starters to undertakeCustomer Care training as partof their Corporate Induction.
employee performance inrespect of Customer Focusreported and integral to thePerformance ManagementFramework i.e. 1-2-1's andAppraisals
providing appropriate resourcesfor the training, development,and retention of a professionalcustomer focused workforce
the ability of front line staff tomake pertinent judgements anddecisions to ensure first point ofcontact resolution - to bemeasured through customersatisfaction/ feedbackmechanisms
becoming an Investors inPeople (IIP) accredited Council
16
Them
e
1. Ac
cess
ibilit
y
Aims
.
To u
se cu
stome
r ins
ight
and
intell
igenc
e ca
pture
dby
CRM
and
acco
mpan
ying
syste
ms to
meet
custo
mer n
eeds
,pr
ioritie
s, pr
efere
nces
and
need
s.
To le
t Cus
tomer
s kno
wwh
at sta
ndar
ds o
f ser
vice
they s
hould
exp
ect a
nden
cour
aging
Cus
tomer
s to
make
comm
ents
and
sugg
estio
ns.
Deliv
ered
Dec 2
007
May 2
007
Aug
2007
Jan
08
Oct 0
7
May 2
007
How
succ
ess i
s mea
sure
d
95%
of V
isitor
s are
seen
with
in5
minu
tes. 2
008
80%
of C
ustom
ers r
ate se
rvice
sas
goo
d or
exc
ellen
t. 20
08
80%
satis
factio
n as
to th
ema
nner
in w
hich
a co
mplai
ntwa
s han
dled.2
008
Custo
mer S
ervic
es -
Cap
acity
Plan
in p
lace
to pr
edict
futur
ese
rvice
dem
and.2
007
Prod
uctio
n an
d pu
blica
tion
of a
WBC
Con
tact D
irecto
ry.20
07
East
of Ar
ea O
ffice
open
s.200
7
Avail
abilit
y of a
comp
rehe
nsive
rang
e of
WBC
pub
licati
ons i
ndif
feren
t for
mats
and
langu
ages
.2008
/9
Del
iver
y P
lans
Actio
n ow
ner(s
)
Custo
mer F
ocus
Prog
ramm
e Gr
oup.
Dire
ctora
te Ch
ampio
ns
Custo
mer S
ervic
es.
Custo
mer F
ocus
Prog
ramm
e Gr
oup.
Polic
y and
Per
forma
nce.
Custo
mer F
ocus
Prog
ramm
e Gr
oup.
Polic
y & P
erfor
manc
e.
Custo
mer F
ocus
Prog
ramm
e Gr
oup.
Custo
mer S
ervic
es.
Activ
ity
To u
se m
anag
emen
t infor
matio
n to
supp
ort c
ontin
uous
impr
ovem
ent;
defin
e, ide
ntify
owne
rs/re
ports
, integ
rated
feedb
ack s
ystem
s for
servi
ce m
anag
ers.
To b
uild
capa
city i
n Cu
stome
r Ser
vices
to p
rovid
e an
esca
lation
team
to o
wn 'd
ifficu
lt' pr
oblem
s thr
ough
tore
solut
ion fo
r the
custo
mer.
To d
evelo
p a
Corp
orate
Mod
el for
repo
rting
Custo
mer
Satis
factio
n.
To d
evelo
p a
Custo
mer S
ervic
es M
odel
for re
portin
gcu
stome
r acti
vity t
o pr
edict
futur
e se
rvice
dem
and.
To p
rodu
ce a
comp
rehe
nsive
WBC
'Con
tact D
irecto
ry' to
make
it ea
sier f
or re
siden
ts to
conta
ct the
corre
ct se
rvice
the fir
st tim
e.
To e
stabli
sh a
n 'E
ast o
f Are
a' Of
fice
to im
prov
e ac
cess
toa
broa
d ra
nge
of Co
uncil
Ser
vices
for r
eside
nts to
the
east
of the
dist
rict.
17
Mar 2
008
June
200
7
Jan
2008
Cons
ultati
on e
xerci
seco
mplet
ed a
nd o
utcom
es u
sed
to re
shap
e ac
cess
hou
rs/ch
anne
ls/loc
ation
s 200
7
Custo
mer S
ervic
es a
cces
sho
urs i
ncre
ased
by 9
hou
rs pe
rwe
ek. 2
008
Corp
orate
Dire
ctora
te.
Polic
y and
Per
forma
nce.
Custo
mer F
ocus
Prog
ramm
e Gr
oup.
Custo
mer S
ervic
es.
Polic
y and
Per
forma
nce
Custo
mer S
ervic
es
To p
rodu
ce a
comp
rehe
nsive
rang
e of
WBC
pub
licati
ons
in dif
feren
t for
mats
and
langu
ages
to im
prov
e ac
cess
for
whom
Eng
lish
is no
t a fir
st lan
guag
e.
To co
nsult
resid
ents
and
revie
w ac
cess
hou
rs, ch
anne
ls,an
d loc
ation
s to
deliv
er se
rvice
s sha
ped
arou
nd o
urre
siden
ts ne
eds.
To In
creas
e Cu
stome
r Ser
vice
publi
c acc
ess h
ours
toma
ke it
easie
r for
resid
ents
to ac
cess
Cou
ncil s
ervic
es.
18
19
Them
e
2. Re
levan
t
Aims
.
To m
ake
it eas
ier fo
r our
diver
se co
mmun
ities t
oco
ntact
us b
y ens
uring
we
prov
ide a
ppro
priat
einf
orma
tion
and
acce
ss.
To u
se cu
stome
r pro
filing
to en
sure
servi
ces
resp
ond
to the
nee
ds o
fou
r com
munit
ies.
To u
nder
stand
the
curre
ntan
d fut
ure
need
s of o
urcu
stome
rs an
d ide
ntify
ways
of m
eetin
g the
sene
eds.
Deliv
ered
Nov 2
007
June
200
7
May 2
008
July
2008
Oct 2
007
How
succ
ess i
s mea
sure
d
50%
of a
ll WBS
fron
t fac
ingse
rvice
will
be d
elive
red
throu
ghthe
Cus
tomer
Ser
vice
'Mod
el'by
200
9
Minic
om/te
xt ph
one
servi
ces
capa
bility
for a
ll pub
lictel
epho
ne lin
es.20
08
Incre
ased
Take
- Up
from
thos
ese
ction
s of t
he co
mmun
ity th
atar
e cu
rrentl
y und
er -
repr
esen
ted. 2
008
Impr
oved
custo
mer s
atisfa
ction
rates
amo
ng 'k
ey' c
ustom
ergr
oups
as i
denti
fied
by th
eSo
cial &
Inclu
sion
Stra
tegies
2008
/09
Actio
n ow
ner(s
)
Indivi
dual
Dire
ctora
tes.
Corp
orate
Boa
rd.
Custo
mer F
ocus
Prog
ramm
e Gr
oup.
Chan
ge Im
prov
emen
tTe
am.
All D
irecto
rates
.Cu
stome
r Foc
usPr
ogra
mme
Grou
p.
Polic
y & P
erfor
manc
e.Di
recto
rate
Cham
pions
.
Custo
mer F
ocus
Prog
ramm
e Gr
oup.
ICT.
Custo
mer S
ervic
es.
Activ
ity
The
gene
ratio
n of
a Di
recto
rate
Actio
n pla
ns th
at ide
ntify
servi
ces t
hat w
ill be
deli
vere
d thr
ough
Cus
tomer
Ser
vices
.
Prov
ide in
terpr
etatio
n an
d tra
nslat
ion o
n re
ques
t for
all
servi
ces a
cces
sed
via a
ll cha
nnels
.
The
creati
on /
cons
olida
tion
of re
gular
and
syste
matic
user
satis
factio
n mo
nitor
ing.
Achie
ve a
nd p
romo
te a
cons
isten
tly e
ffecti
ve u
se o
fMi
nicom
/ tex
t pho
ne se
rvice
s for
all p
ublic
lines
.
Custo
mer S
ervic
es d
evelo
pmen
t - st
reng
then
oper
ation
alca
pacit
y to
cove
r all h
igh vo
lume
telep
hone
and
ema
ilco
ntacts
and
inter
actio
n wi
th ba
ck o
ffice
syste
ms.
Them
e
3. In
clusiv
e
Aims
.
To re
view
proc
esse
s and
unde
rtake
pro
cess
re-
engin
eerin
g as
appr
opria
te in
orde
r to
make
servi
ces c
ustom
eror
iented
and
effic
ient.
Deliv
ered
Ongo
ing
Sept
2007
Nov 2
008
How
succ
ess i
s mea
sure
d
Coun
cil P
remi
ses b
eing
DDA
Comp
liant.
200
8
80%
of C
ustom
ers c
an se
lfse
rvice
elec
tronic
ally.
2008
/09
Actio
n ow
ner(s
)
CFPG
/Cha
nge
Impr
ovem
ent T
eam
ICT,
Polic
y &Pe
rform
ance
. Cus
tomer
Focu
s Pro
gram
meGr
oup.
Indivi
dual
Servi
ces.
ICT,
Polic
y &Pe
rform
ance
. Cus
tomer
Focu
s Pro
gram
meGr
oup.
Indivi
dual
Servi
ces.
Activ
ity
Exten
sive
proc
ess r
edes
ign, g
appin
g an
d ma
pping
exer
cises
to u
nder
stand
and
impr
ove
proc
esse
s, inv
olve
staff a
nd cu
stome
rs.
Revie
w the
Cou
ncil's
elec
tronic
gov
ernm
ent w
ork
prog
ramm
e an
d br
ing fo
rwar
d re
comm
enda
tions
for a
nAc
tion
Plan
.
To co
nduc
t a C
orpo
rate
Healt
h ch
eck o
f the
Cou
ncil's
Web
Site
esta
blish
its se
lf ser
vice
capa
bility
.
Supp
ort s
elf se
rvice
by d
elive
ring
again
st the
Gove
rnme
nts e
lectro
nic se
lf ser
vice
targe
ts.
20
Them
e
4. Qu
ality
Aim.
To e
nsur
e tha
t we
are
aneff
ectiv
e Co
uncil
; one
that
conti
nuall
y rev
iews i
tspr
actic
es a
nd te
chno
logy
in or
der t
o de
liver
cost
effec
tive
quali
ty se
rvice
s.
Deliv
ered
June
200
7
First
Phas
e Sp
ring
2007
March
200
8
How
succ
ess i
s mea
sure
d
Crea
tion
of the
Cha
nge
Impr
ovem
ent T
eam
(CIT
) with
asso
ciated
wor
k pro
gram
me. 2
007
EDMR
S in
place
. 200
8
'Hea
lth C
heck
' com
pleted
and
actio
n pla
n to
addr
ess g
aps'.
2007
/8
CRM
fully
functi
oning
with
inCu
stome
r Ser
vices
. 20
08
Actio
n ow
ner(s
)
Custo
mer F
ocus
Prog
ramm
e Gr
oup.
EDMR
S Pr
ogra
mme
Grou
p.
Custo
mer S
ervic
es
Activ
ity
The
creati
on o
f a C
hang
e Im
prov
emen
t Tea
m -
this t
eam
will b
e un
der t
he g
over
nanc
e of
the C
ustom
er P
rogr
amme
Focu
s Gro
up (C
FPG)
and
will
be ta
sked
with
deli
verin
gtho
se a
ctivit
ies a
ttribu
te to
the C
FPG
Imple
ment
an E
lectro
nic D
ocum
ent M
anag
emen
t Rec
ord
Syste
m (E
DMRS
) into
Plan
ning,
Publi
c Pro
tectio
n an
dCo
mmun
ity C
are.
Imple
ment
a Cu
stome
r Rela
tions
hip M
anag
emen
t solu
tion
into
Custo
mer S
ervic
es.
Them
e
5. Em
powe
red
& Ef
fect
iveSt
aff
Aim.
To su
ppor
t the
emb
eddin
g of
a cu
stome
r foc
used
and
custo
mer d
edica
ted cu
lture
acro
ss th
e Co
uncil
.
To e
stabli
sh a
pro
fessio
nal
custo
mer s
ervic
e wo
rkfor
cetha
t cha
mpion
s the
curre
ntan
d fut
ure
need
s of
custo
mers.
Deliv
ered
Aug
2007
How
succ
ess i
s mea
sure
d
Fron
t Fac
ing S
taff u
nder
taking
Custo
mer C
are T
raini
ng. 2
007/0
9
NVQ
Accre
ditati
on. 2
007/9
Job
Swap
opp
ortun
ities
avail
able.
2007
/9
Actio
n ow
ner(s
)
Huma
n Re
sour
ces.
Activ
ity
To e
stabli
sh a
rollin
g pr
ogra
mme
of Cu
stome
r Car
eTr
aining
for a
ll 'Fr
ont F
acing
' staf
f.
21
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