NI Best Practice Scheme Launch Event 24 January 2008

1. NI Best Practice Scheme Launch Event 24 January 2008 INNOVATION IN CUSTOMER SERVICE Catherine McFarland Liz Johnston INNOVATION IN PEOPLE MANAGEMENT Elaine Magee

2. Innovation in Customer Service • Recognising the Challenges • Making the Change • The Customer Perspective • Looking to the Future

3. Customer Service Recognising the Challenges Identifying the Issues – Why Change?: • Direct customer feedback • RES Surveys – 26 Councils • RPA Research • Consumer Council Research • The Changing Public Sector Environment

4. Customer Service The Issues • The Structures were complex – customers had difficultly knowing which number to ring to contact the correct person • Customers were frustrated and felt that they were passed from ‘pillar to post’ • Customers found difficulty in getting answers to their questions • One of the main sources of customer complaints was about the handling of calls/queries

5. Basic Customer Expectations • An immediate answer to simple questions • A single number to ring • As much help as possible at first point of contact • A professional, friendly, helpful and positive response

6. Delivering the Change – The Customer • We need to place the customer at the heart of our services by: • Understanding what the customer expects from our services and the values important to them • Applying those values to all of our services • Empowering our customers through information, support, advice and education • Involving our customers in a meaningful way in service development and delivery

7. Delivering the Change - Internally • Basic Requirements – we needed: • A fundamental review and transformation of Customer Service - requiring • A clear vision and commitment from the Top! • Clear Corporate Goals putting the customer at the centre of our services • A system which cascades the corporate objectives down to individual level

8. The Initial Changes • Change the Structure – The introduction of a team of professional Customer Service Advisors • Change the Culture – Development of a tailored programme of Customer Care for all staff. • Change the Number – Remove the Direct Line numbers for the main functions

9. The Role of the Customer Service Advisor • Dealing with customer queries at first point of contact • Developing customer care policy • Developing a customer care training programme for all staff • Reporting back and influencing service delivery • Developing systems to support the role

10. Resourcing the Change • In four ways: • Human: Professional, capable and well trained staff • Technological: Use technology to support service delivery • Financial: Build in the necessary resources to your budgets • Physical: Utilize your assets to maximum benefit

11. The Customer Perspective • The Outcome for the Customer A transformation of Customer Service resulting in: • Seamless Service • A consistent and high level of professionalism • An answer at first point of contact for 70-80% of enquiries

12. The Customer Perspective • Key Measures of Success • Customer Satisfaction • Elected Members Satisfaction • Staff Satisfaction • Positive PR

13. Looking to the Future Antrim Borough Council’s Customer Relationship Management (CRM) Much bigger than an electronic system • Concerns the relationship between the organisation and its customers • ‘Integrating the customer’

14. CRM Conditions A new way of THINKING • Change in overall culture • Change in structure • A new way of DOING things • Processes that are capable and effective • Structures, systems and people that support a business centred on its customers • Connectivity (end to end processes) both internally and externally

15. Choosing the correct electronic system • Research • Vendor • Product • Flexible • Cost Effective

16. Antrim Borough Council’s electronic CRM Objectives • Customer profile • Integrated CRM system across Council • Reduce costs, wastage and complaints • Provide instant market research • Effective team work • Action orientation • Management Reports • Continuous Improvement Service Delivery

17. Our Vision CONTINUOUSLY • Improve customer service • Improve customer relationships ONE STOP SHOP!

18. A Final Thought • Who is our customer: • “A customer is the most important visitor in our premises. He is not dependent on us, we are dependent on him. He is not an interruption to our work, he is the purpose of it. He is not an outsider to our business, he is part of it. We are not doing him a favour by serving him; he is doing us a favour by giving us the opportunity to do so”. Mahatma Gandhi

19. NORTHERN IRELAND BEST PRACTICE SCHEME LAUNCH EVENT 24 JANUARY 2008 INNOVATION IN PEOPLE MANAGEMENT

20. CONTENTS • The Policy • Context • Why did we do it? • Who is it for? • What is the Policy? • Consistent Application • Are we succeeding? • Case Study – Disability • The Results

21. THE POLICY… • WORK – LIFE BALANCE • … ALLOWING YOU TO DESIGN • YOUR OWN SOLUTIONS

22. CONTEXT • Employer of Choice Accreditation 2007 • ‘Dare to be Different’ motto • Innovation Award ‘demonstrated a willingness to take risks which far exceed any legislative requirements’

23. Why did we do it? • Employee friendly working practices feature strongly on the Government’s agenda – recognised need to go beyond ‘statutory duty’ to ‘best practice’ • New Policy was based on employee feedback plub reports from Equality Commission which confirm that millions in Britain could be using skills more fully if flexible working was available • Demonstrates commitment to people and willingness to take risks

24. Why did we do it? • Standard Monday-Friday, 9-5pm working pattern is less relevant in terms of service provision • Customer and employee expectations are raising continually • Found that existing policies were not utilised and did not appear to meet the real needs of employees

25. Who is it for? • All employees eligible to make a request • Must demonstrate how the request fits with the aim of achieving work-life balance

26. What is the Policy? • Offer a completely flexible approach • Employees ‘tailor’ their personal solutions to work-life balance solutions throughout their employment career • No rules about the solutions employees can propose • Major statement of commitment by Council

27. Consistent Implementation • Standard application • Defined approvals process • Independent approval through Employee of Choice Working Group

28. Are we succeeding? • Uptake increased – but not a ‘deluge’ • Personal testimonies from staff and managers • Range of solutions extends wider than anticipated eg. phased retirements, part time working, rehabilitation following disability

29. Case Study - Disability • Rehabilitation following a back injury – move from manual to administrative work • ‘…has now been a member of the team for 18 months and has proved competent and capable within his new post. He has undertaken training in administration, computer applications and customer care and despite having little experience in such areas has coped well and become an integral member of the team.’

30. The Results • Sustained performance over 3 years: • Absenteeism – exceeded 2007 target by achieving a 5.07% absenteeism rate, this was a 25% improvement against the previous year • Retention – sustained at a very low level from 2004 – 2007, according to CIPD the average turnover in public sector is 13.7%, Council sustained around 7% in recent years

31. In closing… ‘Daring to be different’ means being prepared to take risks to achieve more - ‘It is time for us to stand and cheer for the doer, the achiever, the one who recognizes the challenge and does something about it.’ Vince Lombardi Most of the things worth doing in the world had been declared impossible before they were done. Louis. D. Brandeis