SLOUGH BOROUGH COUNCIL CUSTOMER SERVICE AND CONTACT STRATEGY … 9... · 2018-10-15 · Customer Service and Contact Strategy 2013 – 2015 Last updated on 21 March 2013 6 The charter

Customer Service and Contact Strategy 2013 – 2015 Last updated on 21 March 2013

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SLOUGH BOROUGH COUNCIL

CUSTOMER SERVICE

AND CONTACT STRATEGY

2013 - 2015


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Contents

Introduction 4 Purpose of this strategy 4 What is channel shift? 4 Why do we need a customer service and contact strategy now? 5 Scope 6 Links to other strategies 6 Priority 1: Understanding and empowering our customers 7

• What have we done

• What will we do

• Outcomes we are striving to achieve

• What can residents do Priority 2: Delivering efficiencies and effectiveness 9


• What will we do


• What can residents do Priority 3: Building the capability and capacity of our staff 13


• What will we do


• What can residents do Priority 4: Improving the way we deal with customer complaints 15


• What will we do


• What can residents do Delivering this strategy 16 Governance and monitoring 16 Where to go for further information 16 Appendix A: Slough Borough Council’s values 17 Appendix B: Supporting strategies and plans 18


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In Slough we understand that first impressions count. Each year a significant number of our residents will contact us and how they are treated and the standard of customer care they receive will influence their perception of the council as a whole. This is why we are putting our customers and service users at the very heart of everything that we do. Delivering high quality services that meet the needs of our customers – rather than the council - by making information and services quickly and easily accessible, through a variety of different methods - is the fundamental underlining principle of the council’s customer service and contact strategy. There will, however, inevitably be occasions when we fail to meet a customer’s expectations and it is therefore important that we continue to have a consistent, responsive and transparent approach to dealing with complaints. Every complaint is an opportunity to right a wrong, to learn how we might do things better in the future and an opportunity to turn a disaffected customer into an advocate for the council This strategy is intended to be a living document which will provide the direction and focus for all areas of the organisation to work together to continue to improve the quality of services we provide to our residents and service users. [insert photo] Councillor Rob Anderson Leader of the Council Slough Borough Council


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Introduction The aims of this strategy are to:

• improve the quality of the services we provide to the boroughs’ residents and service users through a range of cost effective contact channels;

• provide accessible services that are designed with the needs of it’s individual customer and council taxpayers in mind

• to review and understand our in bound customer and service users contacts and encourage a change in their behaviour – so that they are empowered and encourage (where appropriate) to make greater use of more effective contact methods

• to take advantage of existing, new and emerging technologies to support the delivery of our customer services.

The council’s vision for improving the quality of the services we provide is expressed within six of our Corporate Plan objectives for 2013/14, which are to:

1. Improve customer experience 2. Deliver high quality services to meet local needs 3. Develop new ways of working 4. Deliver local and national change 5. Develop a skilled and capable workforce 6. Achieve value for money

The council has also developed a common approach to the way we work and deliver services, which we use when working directly with the public or in delivering our services. These values, which have recently been revisited and refreshed, are included in Appendix A. Purpose of this strategy To outline the process we intend to follow in taking customer service delivery forward, by building on our achievements to date, in order to develop and bring about a change in the way some of our customers contact us by implementing a ‘channel shift’, so that we can continue to provide a broad range of accessible services in a cost effect and efficient manner. What is channel shift? Slough Borough Council has a responsibility to provide excellent services to the public and valuable for money to residents and service users. The methods or channels through which public services are delivered and by which the public has contact with us (i.e. via telephone, online, through social media, in person, by email) are a critical part of public service provision and there is an ongoing impetus for these channels to be managed more effectively and efficiently. Channel shift is how we plan to deliver services to, and interact with our customers and service users. If designed and implemented sympathetically, channel shift could help us to lower costs, build reputation, empower our customers and service users and improve service delivery.


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Shifting customers to particular channels will however involve behaviour change on the part of our customers – but usually once they are aware of the channels available, they will use the one that works best for them. This strategy explains how we plan to meet the contact needs of our customers, using the most appropriate resources available to us. Channel shift is not simply a plan to move all service provision to online channels. Why do we need a customer service and contact strategy now? Customers expect to receive a high standard of customer care from a range of public and private sector organisations. We know that whilst our current levels of customer service delivery is well regarded – we need to maintain this – whilst achieving a channel shift to more effective and lower cost delivery channels. To do this we must continue to raise our standards of customer service across all of the channels that we offer and that are used by our customers. In order to meet the needs of our customers, Slough Borough Council must provide services that are:

• Accessible

• Simple to use

• Reflect the needs of our customers and service users

• Streamlined

• Convenient

• Robust

• Cost effective We also need to bear in mind our customers access to technology, the type and complexity of their enquiries and their personal preferences when developing and introducing new ways for them to contact us. Putting our customers’ needs at the forefront of our work and improving the quality of the service we provide is a key operational priority for the council. In order to do this we adhere to a range of policies and procedures designed to help us engage with our customers and service users more effectively and which include: • Our customer charter – this outlines the commitments and promises we have

made to deliver a high quality of customer service to all our customers. It outlines what customers can expect from the services we provide. We are committed to putting our customers first and giving excellent customer service, that’s why we promise to:

o Deliver high-quality, timely and accessible services that meet our

customers needs from locations that are convenient to them o Be friendly, polite and professional o Put our customers first o Give accurate and comprehensive information o Provide a range of opportunities for customers to feedback about their

experiences of our services o Be contactable – when you telephone us we will answer your call as

soon as we are able to do so o Monitor whether we are delivering the level of service promised in our

charter


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The charter is reviewed annually to ensure that it continues to reflect the needs and expectations of our customers.

• Protocol for protecting our staff from abusive customers - We aim to treat

everybody we deal with fairly and with integrity and respect. In return, we expect those we deal with to treat our staff with similar consideration. Very occasionally, when our customers are unhappy with the service we have provided, or perhaps frustrated with their personal circumstances, they may behave in a way we think is unacceptable or find difficult to deal with. We have a responsibility to protect the health and welfare of our staff and we have developed guidance for them on how to identify unacceptable behaviour and what they should if they encounter it from our customers.

• Customer service standards - Our aim is to ensure that the council is

transparent and clear with service users on our standards by making them simple and easy to understand, these include an average wait time on the call centre of 90% of calls answered within 30 seconds, 90% of customer seen at the front of house in 30 minutes. Slough’s standards focus on providing a professional, helpful and fast service whilst ensuring queries are resolved where possible at the first point of contact.

• Customer complaints procedure – the council values complaints as an

opportunity to improve the way we serve the people of Slough. Our complaints processes set out the way in which we will deal with feedback and complaints and how we use this information to measure customers’ satisfaction with the council and its services.

Scope This strategy applies to all of our staff as well as individuals and groups of people, who live, work in or visit the borough, community led groups, organisations that we commission services from, the community, voluntary and faith groups, charities or businesses located here. It sits within the golden thread that links all of our work, from top level objectives right through to service delivery. In order to improve the quality of services we provide and deliver our vision, we have identified the following overarching priorities which are explored in greater detail in the following chapters: • Priority 1: To understand and empower our customers • Priority 2: To make efficiency savings and reduce the cost of delivering

customer facing services across the council • Priority 3: To build the capability and capacity of our staff • Priority 4: To improve the way we deal with customer complaints Links to other strategies In addition to the council’s Corporate Plan 2013/14 there are literally hundreds of detailed targets and priorities outlined in dozens of individual council and partnership strategies, policies and service plans - that have either a direct or indirect bearing on this strategy. We have not reproduced these here. A list of the key strategies and plans that could have an impact on the delivery of this strategy is included in Appendix B.


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PRIORITY 1: UNDERSTANDING AND EMPOWERING OUR CUSTOMERS Customers’ expectations and needs are changing. People are taking more control over what services they want and how they are delivered. More and more people are using the internet to purchase goods and services and this is having a profound impact on the high street as well as local authorities. The internet has made access to many services easier, increasing customer choice and the convenience of doing it all from the comfort of their own home and at a time that suits them. This means that if we are to keep pace with changing expectations we must better understand our customers, plan to deliver our services in ways that make sense to them and use channels that are convenient for them. What have we done so far? • Redeveloped our website and introduced a single, reliable and consistent

directory of services, enabling customers to access the information they require more easily

• Piloted the use of Google translate on our website to allow customers to translate our web content into over 55 different languages

• Extended the number of transactions that can be carried out online • Introduced new “Pay it” features on the website to allow for the payment of some

services - such as Fixed Penalty Notices online • Consulted customers on options for contacting us out of established hours and

established the 10 golden numbers - making it easier for customers to access the specialist information they require

• Reviewed the opening times of our main and satellite customer service centres to meet the needs and expectations of customers

• Introduced the tell us once service for the registration of deaths • Published a guide for new residents to the borough setting out essential

information for new residents - such as their rights and responsibilities while living in the borough, how to improve their knowledge of the area and what services and benefits may be available to them while living in Slough

• Reviewed and promoted our customer charter • Introduced a charter specifically setting out the level of service that staff and

customers can expect from the council’s reception staff. Some examples of what we intend to do • Continue to provide a diverse range of ways to contact us - including telephone,

online, email and face to face • Continue to develop the council’s website to improve and increase access to our

services, accept online transactions and encourage customers to self serve, at times and places that are convenient to them

• Take advantage of existing, new and emerging technologies (such as social media) to consult and engage with our customers and service users

• Continue to develop and promote the My Council customer service centre’s ability to resolve the majority of customer’s queries by email and telephone at the first point of contact

• Continue to keep our customer service centre’s opening hours under review to meet our customers needs

• Continue to re-organise the face to face enquiry points at our customer service centre’s across the borough to deliver the full range of services at a more local level


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• Provide a wide range of opportunities for residents to have their say and get involved in the design and development of our services

• Treat all of our customers equally • Provide tailored support to those that really need it • Gather relevant information (i.e. data) on those who use and are most excluded

from using our services. The information required may relate to residents and businesses at an individual or statistical level (gathered through a variety of consultation methods such as surveys and focus groups or through analysis of transaction data); or contextual information on their social, economic or environmental circumstances. Both types of data are needed to better understand our customers and to plan and manage future service provision across the council

• Exploit and share information between our services, partners and delivery agents more effectively - effective use of information also underpins the successful delivery of our Wellbeing Strategy and Corporate Plan

• Sign post and where possible join services together, based around people’s lives and needs, not around the organisation’s structure

• Work with partners to deliver and commission services jointly that improve outcomes for customers and deliver better customer services and channel shift

• Maximise the opportunities resulting from our Asset Management Strategy whilst maintaining our commitment to accessibility for our customers.

Outcomes we are striving to achieve

• A choice of easy to use, relevant and accessible services that are cost effective and represent good value for money

• That every interaction with our customers and service users is as positive as it can be

• That all available resource is focussed on, and configured around, customers and service users needs

• Self service for those who can • Joined up services that make sense to people.

What can residents do?

• Use the council’s website to improve your knowledge of the local area and find out what services and benefits may be available to you while living in Slough

• Self serve wherever possible

• Respond to consultations and give your feedback on services

• Know your rights and understand your responsibilities

• Read the council’s welcome guide for new comers to the borough.


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PRIORITY 2: MAKING EFFICIENCY SAVINGS AND REDUCING THE COST OF DELIVERING CUSTOMER SERVICES ACROSS THE COUNCIL If we are to be a truly customer focused organisation, alongside developing and delivering services from our customers perspective, we must also recognise that our customers time is valuable and comes with a cost and that they will choose the method they prefer to contact us The choice of contact channels available to the public is growing all the time as new technologies are developed and released. For example in the last 5 years we have seen the emergence and growth of channels such as digital social media (such as Face book, Twitter etc) mobile internet, interactive TV and more recently mobile phone applications (‘apps’). Our customer’s preferred methods of contacting us will also vary depending on the type of enquiry and the profile the customer. Added to this, customers will not always use the same contact channel for similar and or subsequent enquiries. Our customers also use different clusters of services at different times in their own and their families’ lives. At a point in time some will use schools and may use some social services, they may also use leisure and library facilities. Businesses, on the other hand, will be interested in quite a different “slice” of council services – business development, economic regeneration, statutory advice. For the council the most cost effective contact method is online through our public website. However, internet uptake is often lower amongst the jobless, the financially excluded, the elderly and people who do not speak English – all of whom are traditionally high users of services that support complex needs – and this means accepting that we have to continue to invest in, and develop, some of the more expensive face-to-face contacts for those that really need it. Developing an approach that reflects these considerations - but at the same time encourages customers to access and or interact with our services via channels other than those which they would normally choose (i.e. by encouraging channel migration or shift) is an integral component of this strategy. The customer contact channels in scope under this strategy include: • Face to face • Email • Council website • Telephone • Mobile technology (including SMS text messaging, apps, mobile web) • Automated telephone technology • Post What have we done so far to encourage our customers to use alternative contact channels? • Improved the content, categorisation and structure of the council’s website – so

that it is now easier for customers and service users to find the information they need and self serve more

• Developed the website to allow customers to interact with us via Twitter • Made the website smart phone compatible • Introduced a single web based service directory for customers • Introduced electronic consultation software that makes it easier for customers

and service users to tell us what they think about our services


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• Introduced an electronic reporting system that allows residents to notify us of any problems (such as an abandoned or untaxed vehicles, anti social behaviour, street cleaning issues etc) online

• Started to integrate all of our online transactions directly with back office systems to prevent duplication of information

• Made an array of council literature available on the website including impact on the environment

• Introduced automated call routing (IVR) to route customers through to the person with the right skills to deal with the query efficiently

• Committed to use second class post as our main postal tariff to minimise the cost to council taxpayers

• Developed an ICT strategy to ensure the council’s technology plans are aligned to the efficient delivery of our customer services

What will we do to encourage customers to use alternative contact channels?

1. Design appropriate, cost effective and efficient methods to contact us and encourage our customers to use them 2. Provide a comprehensive, easy to access and up to date website so that customers can interact and transact with us 24/7

We will do this by: • providing a range of contact channels for customers to do

their business with the council across the whole range of departments and services

• ensuring that all of the contact channels we provide have access to the same information to allow for ‘channel hopping’

• investing and developing in and promoting the cheaper delivery channels (such as the telephone and website) as the channels of choice (to deliberately help bring about channel shift to a more appropriate channel – i.e. face to face to telephone and or website)

• continuing to promote the telephone as a main support channel

• improving the number of customer queries that we are able to resolve first time on the telephone by sign posting customers to the website wherever possible

• ensuring that our website is accessible, easy to use and operational 24/7

• ensuring that our website provides up-to-date, relevant and reliable information about the council, the servicers we provide and the transactions that can be conducted on line

• developing and promoting the use of common customer service scripts on our website and amongst staff so that issues are dealt with efficiently and consistently across the council

• promoting the most frequently accessed pages of the website to customers

• preparing business cases that help move more transactions (including information and payment transactions) online by taking account of the needs of customers and the business

• providing new platforms for customers to engage with us - through interactive forums/blogs

• introducing a SMS “blast” system so that customers can sign up to receive text messages from us on important issues.

3. Ensure that our We will do this by:


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customers, who have special requirements or who do not have access to electronic channels at home or work, are not disadvantaged from communicating with us

• enhancing and simplifying the use of technology i.e. things you can touch, as well as offering support to people to help them to understand and use electronic services on computer screens and mobiles

• enhancing basic literacy and understanding of technology to improve life chances, build confidence and understanding, support lifelong learning to give customers better access council services

• regularly consulting with local groups representing those with specific requirements (i.e. with disability advocacy groups) so that reasonable adjustments can be made to our contact channels for those who require it

• ensuring that we widely advertise our choice of contact channels, particularly to hard to reach groups, for example young people or vision impaired customers

• translating documents on a needs basis • providing British sign language and audio recording

services on a needs basis

4. Maintain face to face services at our My Council contact centre and at additional locations around the borough

We will do this by: • retaining and developing the more expensive face-to-face

contact for those that really need it • applying a consistent set of principles for face to face

contact across all our customer access points • analysing customer feedback to identify new customer

access points • providing mediated access to the council’s website and

other self serve mechanisms through our face to face staff • undertaking process reviews to identify potential channel

shift and quality improvements to our face to face service • exploring opportunities to share face to face provision with

partners, organisations and delivery agents and redesigning our services accordingly.

5. Make it easier for customers to call the My Council customer contact centre and reduce the volume of the low value calls our customers make

We will do this by: • making a limited number of specialist phone numbers (the

golden numbers) available to our customers to allow easier access to our contact centre at My Council

• using local telephone numbers wherever possible to make contacting the council cheaper on “pay as you go” mobile phones

• speeding up access to an expert officer • increasing the number of customer queries that we are

able to resolve at the first point of telephone contact and by sign posting customers to our website wherever possible

• using telephone call data and customer feedback to identify areas of improvement within the council and working to eliminate red tape, process failure and unnecessary cost to the public.

6. Use emerging mobile phone technology to provide better access to information for some customers, reduce costs, increase the speed of communication and reduce

We will do this by: • providing access to council telephone based services

using local telephone prefixes to ensure the minimum costs to mobile phone users, particularly on “pay as you go” tariffs

• exploring the development of inbound text messaging

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Repeat Repeat


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direct contact capability to communicate with harder to reach groups, mobile groups, and hearing impaired customers.

7. Reduce the amount of emails we receive

We will do this by: • providing a complete range of online forms to minimise

the amount of emails handled and make email addresses more explicit than postal addresses in communication material

• placing more of (with the aspiration to move all) of our leaflets and information online in order to reduce our printing costs and minimise our impact on the environment

• collecting email addresses and mobile telephone numbers from customers and integrating email and postal distribution lists in order to give people the choice to opt for email only (and possibly SMS options in the future).

Outcomes we are striving to achieve • Customers are empowered to do more for themselves • Channel shift to the most effective channels where appropriate • An increase in the rate of first time resolution with minimal avoidable contact • services are accessible, consistent, convenient and simple to use across all

channels • Increased customer satisfaction • Services are streamlined and joined up for the customer • Services are fair, reliable and trusted • Customers know what services and opportunities are available • Customers contact us at times and from locations that are convenient to them • Improved operational performance through the use information, knowledge and

customer insight. What can residents do?

• Use the most appropriate channel to contact us • Self serve more • Be patient – we will serve you as soon as we can • Tell us if have any special needs e.g. you need an interpreter or a translator –

so we can arrange one for you • Turn up for any appointments you make with us on time • If you need to reschedule or cancel an appointment please let us know in

good time so we can use that time to help another customer • Provide feedback on our services.


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PRIORITY 3: BUILDING THE CAPABILITY AND CAPACITY OF OUR STAFF Building capability and capacity is a key objective of this strategy. Investing in and developing the customer services skills of our staff is just as essential as investing and developing in new technologies, infrastructure and service delivery models. Only by doing both can we deliver excellent cost effective services that meet our customers’ needs and expectations. Ensuring that our staff has the right skills to deliver excellent customer care is important to us. We have made a start in identifying all areas of the organisation that have a public facing customer service element to their business so that we can provide them with the right learning opportunities to develop their customer service skills. What have we done?

• Reviewed, restructured and reassigned staff at the council’s contact centres according to their skill set and competency. There is a now a clear development path in place for all grades with criteria defined, in terms of skills and competence, for progression within the grade

• Recruited and trained new staff using the new criteria and provided refresher training for existing customer service advisors (where necessary) so that all staff are able to respond to enquiries by telephone, face to face and by email effectively

• Created a new role of Quality and Performance Officer to further support the development of the Customer Service Centre Staff to ensure improved service delivery to customers

• Introduced customer service awareness training to the council’s corporate induction training course

• Introduced new leadership and customer service competencies for all managers

• Revised the staff appraisal form and supporting guidance to support the introduction of the new competencies for managers

• Introduced a code of behaviour and standards of dress specifically for customer service staff across the council

• Developed and introduced a Workforce Development Strategy to ensure that we recruit, retain and develop the right staff in the short, medium and long term to deliver our customer service objectives

• Introduced processes that routinely monitor and evaluate the performance of our staff.

Some examples of what we will do • Ensure that all staff know what is expected of them when dealing with our

customers, regardless of the way they make contact • Ensure that all of staff who have a customer focus element to their jobs are

provided with the right learning and development opportunities to enhance their customer service skills and competencies

• Introduce personal development plans for all customer service advisors to support there individual career development

• Introduce a manager’s charter to ensure that all of our staff are supported in providing a high level of customer service

• Regularly review our corporate training programme to ensure it supports the delivery of this strategy and our customer service objectives.

Outcomes we are striving to achieve • A customer focused culture across the council


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• A modern, flexible and appropriately trained workforce capable of delivering excellent customer service

• A motivated workforce with a ‘here to help’ attitude • Responses to customers are timely and answer their needs • Customers are kept informed of progress and know what happens next • Proactive customer relationship management • Clear and consistently applied service standards. What can residents do?

• Treat our staff with courtesy and respect

• Provide feedback on our staff and services so we can improve our performance

• Tell us when our staff have made a difference.

Reorder

the

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PRIORITY 4: IMPROVING THE WAY WE DEAL WITH CUSTOMER COMPLAINTS Most successful organisations have recognised the important role that high levels of customer care and satisfaction have in maintaining and growing their business. Using feedback and complaints as a strategic tool to improve services and retain customers is an important elements of this. However having excellent processes in place to deal with dissatisfied customers is no guarantee of success on its own. We also need to back up high levels of customer care with high quality, value for money services, good marketing and an innovative and creative approach to developing our services. What have we done? • Reviewed our corporate and statutory complaints processes and procedures to

reflect customer expectation, introduce consistency of approach and realigned resources where necessary across the council

• Reviewed and reprinted our corporate and adult social care feedback and complaints leaflets for customers

• Introduced a managers monthly checklist to monitor customer satisfaction in our complaints processes and use the lessons learnt evidence to further improve the systems

• Issued learning bullet points for staff to help them identify and eliminate reoccurring incidents and complaints and improve customer service and efficiency

• Developed and introduced complaints templates and customer service scripts in order to ensure a consistent approach to handling complaints across the council.

Some examples of what we will do • Provide a wide range of opportunities for people to feedback on our services • Respond to feedback and complaints in a timely and consistent manner • Provide training for all relevant staff on how to handle complaints • Monitor and analyse the feedback and complaints we receive across all services

so that we learn from our mistakes and improve our services/ update our systems and processes accordingly

• Carry out an annual review of our feedback and complaints processes to ensure they remain fit for purpose

• Underpin our customer service with consistent, high quality, value for money services

• Embedding our customer’s experience of the services we provide in service planning and performance management to make real service improvements.

Outcomes we are striving to achieve • Effective corporate complaints systems • Better use of information, knowledge and customer insight • Effective performance management • A corporate standard for customers service – including complaints • Customers are encouraged to give feedback • Customers are treated as individuals and with empathy. What can residents do?

• Treat our staff with courtesy and respect

• Tell us when something has gone wrong and work with us to help put things right.


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Delivering this strategy An action plan which delivers this strategy will be developed and implemented in the spring/summer of 2013. Work will be prioritised to deliver the action plan within existing resources. A business case will be developed where there are opportunities for future savings through investment. The strategy's action plan will be monitored for progress at six monthly intervals throughout the year. It will also be subject to an annual review and update where necessary. Governance and monitoring Overall governance and monitoring of the strategy and its action plan will be provided by the council’s Customer Services Programme Board, chaired by the Director for Customer and Community Services. The Customer Services Programme Board will be responsible for ensuring that the contact channels used for delivering services are:

• Easily accessible

• Simple to use

• Designed with the needs of our customers and services users in mind

• Streamlined

• Convenient

• Costs effective

• Robust Critical to the success of this strategy will be the monitoring of customer feedback. Customer feedback will continue to be used in order to:

• determine whether customer satisfaction with our services has increased over a period of time since the introduction of this Strategy (discounting other factors, such as the impact of the recession); and.

• assess what impact particular initiatives intended to increase customer satisfaction have had at a service level and across the council as a whole.

Progress of the strategy will be reported to the council’s Executive on an annual basis. Progress will also be reviewed by the council’s Overview and Scrutiny Committee. The Executive member with responsibility for Customer Services will also receive regular reports on progress. These governance arrangements should ensure that there is a constituency of service delivery standards across all of the council’s contact channels and across the services that the council provides. Where to go for further information If you have any queries about this strategy please let us know by telephoning the council on 01753 (47) 6838 or by sending us an email to [email protected] A copy of this strategy is also available on the council’s website at www.slough.gov.uk.


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Appendix A: Slough Borough Council’s values The following values underpin the way we work and deliver services on behalf of our residents. Our values are:

• Respect

• Responsibility

• Results

• Pride

Respect This means we will:

• Treat everyone fairly and value differences

• Communicate openly and honestly with customers and colleagues

• Accept change and move on positively when a decision is made

Responsibility This means we will:

• Resolve problems even if it’s not our job

• Make decisions and take the initiative

• Get things done and in good time

Results This means we will:

• Make it easy for customers to contact us

• Respond to the needs of our customers

• Ask our customers for their views on our services and act on them

Pride This means we will:

• Work as one council and promote Slough as a place to live, work and visit

• Suggest ways to improve how we work

• Find ways to improve our own skills and knowledge


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Appendix B: Supporting strategies and plans Because customer service touches all parts of the council this strategy needs to have clear links to many of the other strategies, plans and initiatives being undertaken across the council and with our partnerships. Elements of this strategy are therefore reflected in the following council strategies, plans and policies:

• Slough’s Wellbeing Strategy - This sets out what and where we want Slough to be by 2028. It also sets how collectively, as agencies and organisations working together in partnership with local communities, we will provide the focus and leadership needed to steer us towards achieving our long-term goals

• Corporate Plan - this sets out the council’s objectives for that period 2013 - 2014. It complements the priorities we have agreed with our partners for the town as a whole, outlined in the borough’s Wellbeing Strategy, and sets out the council’s vision and key priorities. It also links our priorities with the everyday activities of our staff and explains what we are doing to ensure that our services make a difference

• Medium Term Financial Plan 2012/2013 to 2015/16 - This set out the main assumptions driving the council’s Medium Term Financial Plan (MTFP); and seeks to provide a sustainable financial platform for addressing all known financial requirements in the medium term

• Asset Management Register - this has been developed to ensure that we make the best use of our buildings and that they support new ways of working across the council

• Carbon Management Plan – this sets out how the council aims to achieve a 40% reduction in CO2 emissions across its own estate (including schools and leisure centres) by April 2014

• Climate Change Strategy – This sets out the council’s approach to tackling climate change and explains what measures are being put in place to help residents adapt to climate change

• Community Cohesion Strategy – this sets out how we aim to promote community cohesion throughout Slough in partnership with all our residents. The strategy explains how we plan to make Slough a place where people from different backgrounds get on well together

• Community engagement policy and toolkit– this sets out the ways in which we ensure that the community knows what we planning to do, how we will consult, involve and communicate with customers and how we measure their satisfaction with the council and its services

• ICT Strategy - this sets out the way technology will used to support the council’s strategic objectives over the coming years

• Plans to regenerate areas of the Borough through Slough’s Local Asset Backed Vehicle – this plan includes an ambitious programme of work – including the building of a new library, leisure facilities, schools and houses in the borough – which will help us deliver services to customers from an exciting range of new premises and localities

• Workforce Development Strategy and annual corporate training programme - these aim to ensure that we recruit, retain and develop the right staff to meet our objectives, including the delivery of excellent customer service across the council.

SLOUGH BOROUGH COUNCIL CUSTOMER SERVICE AND CONTACT STRATEGY … 9... · 2018-10-15 · Customer Service and Contact Strategy 2013 – 2015 Last updated on 21 March 2013 6 The charter

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