To improve Public Service – get rid of the one stop shop

1. To improve Public Service –get rid of the one stop shop Improving the Customer Experience Rachel Conway, Customer Programme Manager Brighton & Hove City Council Public Sector Customer Services Forum 25th April 2013

2. Overview of presentation Outcomes BHCC Approach BHCC Vision Website Improvement Benefits Case study Future

3. Our Outcomes Increase in satisfaction with the council Increase Customer Focus among staff Increase in web transactions Reduction in telephone / face to face demand Savings in Services since 2011 500k saving in 12/13

4. Satisfaction with Council Services

5. Customer Focus in the Council Listening and acting on customers' suggestions to improve services

6. Customer Contact

7. Customer Contact

8. Leadership?

9. Delivery Models Universal One unified frontline team controlled centrally Front office environment (call centre / one stop shop) Staff answer typical customer questions Devolved • Management of customer contact through Units • Virtual or clusters of similar services • Enabled through unified ICT architecture • Deep integration with back office systems

10. Confirming our approach • Strong customer culture engrained within individual Delivery Units and grown organically through the ICE programme, engagement and the customer-centric culture

11. The Big Difference

12. A network of champions understanding of where we sit in the organisation – contacts with other members who can offer additional support to customers I have taken good practice and reflected on my team’s customer service and looked for gaps to address It got me looking out rather than in and organisation wide rather than me and my team department

13. Customer Promise

14. Efficient for the Customer • Improved customer experience • Improved customer engagement • Easy to access at customer convenience • Less customer effort • Timely and can be instant • Done right, it increases customer’s confidence • Customer feedback gives us insight

15. Efficient for the organisation • Staff focus on value work • Improved workforce efficiency • Improved data quality • Reduced cost of service delivery • Less duplication and better signposting • Enhanced public perception of BHCC

16. London Underground

17. Steps to create a change Map customer demand & experience Identify gaps & processes Evidence Change Optimise customer journey & work flows Behaviour Change behaviour (customers & staff) Review again

18. Demographics

19. Mosaic Profile

21. Web first

22. First Steps

23. It’s about people too

24. Channel Shift 40% of Parking appeals received online 38% increase in online Environmental reporting 90% Schools Admissions online in 200 online claims for Housing Benefit / Council Tax Benefit received each month 30% of council tenants using a Housing Customer Online System

25. All bit Heath Robinson….

31. Parking

35. Design Principles • User needs first • Reduce, reduce, reduce again • Do the hard work to make it simple • Our message comes last • Be consistent • Surprise people by anticipating needs • Don’t repeat effort • Connect people to experts • Minimise contact

36. Customer Service Centre

37. Customer Feedback

38. Benefits Work Flow: January 2011

39. Benefits Workflow: January 2012

40. Improvements

41. Show us the money!

42. Change • The future

43. Going Up?

44. Rachel Conway rachel.conway@brighton-hove.gov.uk @rsc1www.brighton-hove.gov.uk