Measuring the things that matter

1
Measuring the things that matter

• Alex Chapman
• Account Manager
• ROL Solutions

• Context
• GovMetric approach
• Reporting
• Developments
• Applying insight

2
Context

• Policy
• Transformational Government strategy
• Local Government white paper
• Varney
• CSR 07
• Guidance
• Customer insight primer Cabinet Office
• Customer satisfaction measurement guidance
  Cabinet Office
• Customer satisfaction measurement toolkit
  Cabinet Office

• Standards
• Customer service standard (Charter Mark)
  Cabinet Office
• Customer e Service delivery standards CLG
• Measures
• Contact Council
• NI14 (avoidable contact) et al
• Initiatives
• Customer profiling project esd toolkit
• Cost to serve project esd toolkit
• Bodies
• Customer Insight Forum / Cabinet Office
• Institute of customer services
• Local Government Delivery Council

3
Context (simple version!)
responsive, timely and efficient
get it right first time
Efficiency, improvement and service
transformation go hand in hand
Citizens time is not free better for the
customer, better for front line staff and better
for the taxpayer.
but without any deterioration of the overall
effectiveness of that service.
4
Improvement Process

• Customer Insight is a crucial element in the
  Improvement process

Develop Vision
Customer Insight
Improve Services
Measure Outcome
5
Customer Insight Model
Channel preferences propensity and satisfaction
Demographic profiling
Satisfaction by service and channel -GovMetric
Transaction costing
6
Gaining Customer Insight

• From the customers point-of-view
• Do we deliver the service effectively?
• Do we deliver the service quickly?
• Do we understand who they are
• Where do they live?
• How do they live?
• From our point-of-view
• Did we deliver it efficiently?
• Are staff happy?

7

• Customer satisfaction measurement helps an
  organisation focus on its customers, and should
  galvanise service owners, customer-facing staff,
  policy, strategy, and research staff, as well as
  senior management, around the aim of improving
  the customer experience

Cabinet Office
8
Customer Satisfaction

• Needs to deliver meaningful MI around the way in
  which services are delivered
• Understanding customer experience leads to
  service improvements with tangible impact
• Requires holistic approach across access channels
  and services
• Standard approaches to customer satisfaction do
  not support the holistic multi-service,
  multi-channel approach
• Note There is no one size fits all

9
Working with

• County Councils
• Devon
• Lincolnshire
• Nottinghamshire

• Melton
• North East Derbyshire
• North Hertfordshire
• North Kesteven
• North Shropshire
• North Wiltshire
• South Holland
• South Kesteven
• Suffolk Coastal
• Teignbridge
• Tunbridge Wells

• District Councils
• Basingstoke Deane
• Bridgnorth
• Charnwood
• Cherwell
• East Hampshire
• East Lindsey
• East Northamptonshire
• Exeter
• Harborough
• Hinckley Bosworth
• Kings Lynn WestNorfolk

• Unitary Councils
• Croydon London Borough
• Hackney London Borough
• Milton Keynes
• Rutland County
• South Tyneside
• Sutton London Borough
• Waltham Forest London Borough
• Watford Borough
• Wrexham County

• Other
• Stafford Rural Homes
• SPIRE Homes
• ICELE

10
Working with
11
Why use GovMetric

• Quickly identify hot spots of service
  excellence and service failure
• Improve services based on customer feedback
• Uniform and consistent approach across services
  and channels
• Effectively and efficiently prioritise resources
  to improve services
• Ensure effectiveness (quality) of channels to
  maximise best use and to support channel
  migration
• Provides evidence for service improvements (pre
  and post improvement)
• Consistent with national agendas

12
The GovMetric Approach

• Objective
• Corporate and consistent barometer of
  customers view of our world
• Supported by a proven methodology that
  facilitates customer engagement and improvement
  to service delivery
• Core building blocks
• Is always on
• Is self-service for customers
• Achieves high-take up by customers
• Works across all channels and services
• Delivers consistent data enabling baselining,
  benchmarking and trend analysis
• Intuitive web-based reporting

13
The GovMetric Approach
Web-based reporting
14
GovMetric Methodology

• GovMetric is underpinned by a simple, yet proven
  methodology that facilitates improvement to
  service delivery and customer engagement in three
  simple steps

15
The Face to Face Channel

• Customer satisfaction is measured face to face
  with intuitive and hardwearing touch screen
  panels

16
The Face to Face Channel
17
The Telephone Channel

• Customer satisfaction is measured on the
  telephone with a simple, quick to use touch-tone
  system

18
The Web Channel

• Customer satisfaction is measured on the website
  using eye-catching buttons that are placed on key
  web pages

19
The Web Channel

• understanding whether or not customers were
  able to self-serve and why

20
Web-Based Reporting
21
Channel Optimisation

• Web is proving to be a key delivery channel
  across most GovMetric users
• BUT the worst performing channel is the web
• Customers have different reasons for
  dissatisfaction depending on the channel
• Dissatisfaction will lead to avoidable/repeat
  contact

22
360º Staff Feedback

• Additional interface for staff to provide
  feedback on their view of each interaction
• Ensures that any front linebarriers to good
  customer service are captured and acted on
• Understanding staff satisfaction and engagement
• Includes managementand tracking system
  forissues raised

23
Equalities Monitoring

• Using kiosk technology to enable collection of
  equality data
• Cross reference against Satisfaction

24
Equalities Monitoring
25
Equalities Monitoring
26
NI 14 Avoidable Contact
NI 14 Avoidable contact The proportion of
contacts within key service areas that are a poor
use of customer and officer time
27
NI 14 Avoidable Contact

• Pilot with Cabinet Office involvement
• Capturing both council and customer assessment of
  whether a contact was avoidable
• Add question to customer on whether issue has
  been resolved
• Add reporting to
• Generate NI 14 score
• Show NI 14 trends
• Analyse NI 14 against other factors

28
NI 14 Analysis
29
NI 14 Analysis
X
30
GovMetric Profiling

• Partnership with Experian integrating with Mosaic
  Public Sector
• Using postcode, link satisfaction with customer
  groups and types
• Enhance our understanding of how different types
  of customers are more/less satisfied with
  delivery of services by channel/service and why

31
Applying Insight
Having the information is one thing but applying
it is much more important
32
Applying Insight
33
(No Transcript)
34
(No Transcript)
35
Applying Insight
36
Applying Insight
37
Benefits Achieved

• Quickly establish hot spots of service
  excellence failure
• Improved understanding of customer needs
• Improvements to service delivery have a REAL
  benefit
• Efficiency gains
• Channel optimisation
• Channel migration
• Preventing avoidable contact
• Evidence-based
• decision making
• Auditing
• Supporting national agendas

• Enables improved insight of customer needs
  through
• Geographical variances in satisfaction
• By type of customer
• Propensity to access services by channel
• Improved insight of customer needs

38
Thank you

• Any questions?
• Alex Chapman
• t. 01572 756565
• e. alex.chapman_at_rol.co.uk
• w. www.govmetric.com