Customer Access Vision

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Customer Access Vision
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..to improve customer access to services

• The County Council will maintain a range of
  customer access channels but will direct people
  to the ones that are most appropriate for them
  and those that reduce transactional costs for the
  Council
• This will involve a migration plan towards
  electronic self-service wherever possible and
  development of the CCC website to support
  mediated access by customer service and other
  staff

50
10
1-5
10p
3
NOW 13.6 million contacts per year
Web self-service
Face to face
Phone
Post
E-Mail
2006
9
5
58
21
7
7
2008
7
55
25
6
5
2010
10
40
40
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Potential for approx 5m savings pa by reducing
the amount of calls by 1/3 and doubling the
amount of work through the website. Contact
centre will answer 80 of calls As around 80 of
contact comes through phone and website these
will be the main focus of the customer access
work programme
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• We will aim to enhance the customer experience
  through equality of access and consistency of
  treatment regardless of channel
• We will do this by
• Extending our daytime contact centre operation to
  8-8 Mon-Fri
• Having a single out-of-hours arrangement for all
  CCC services (and partners)
• Having high quality expert customer service staff
  in the front office to free up time of service
  professionals in departments
• Ensuring high standards of training and
  development for customer service staff, including
  local knowledge
• Ensuring the front office goes as deep as
  possible, including higher value work, but
  recognising that this will vary from service to
  service
• Work within the CWIC vision to develop and
  promote CCC as a gateway to other agencies
• Maximising fulfilment at point of contact eg.
  eligibility for other services
• Minimising the number of transfers / hand-offs
  (37 calls are currently signposted elsewhere)
• Joining up services / functions from a customer
  perspective

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• To achieve the dual aims of improved customer
  service and increased cost-effectiveness the
  migration plan will need to be underpinned by a
  rolling programme of end to end business process
  re-engineering - from customer to back office -
  that takes account of potential risks
• This will help us develop more efficient and
  economic ways of doing business through
• Streamlined processes
• Common processes between services
• Investing to save
• Benefits management / realisation that addresses
  re-investment in services as well as cashable
  savings
• to identify functions / processes no longer
  required and any consequent staff redeployment
  and re-training requirements

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Website

• Customers
• 24/7 access from anywhere
• Built from user perspective
• Requires usability testing
• Reasons for contact life events, enquire,
  apply, pay, tell us, see us, ask us
• Access to their own records / details eg. care
  packages, outstanding library loans
• Needs to be more attractive than phone access
• Services Census shows latent demand for
  transactional website
• Clear corporate direction required to prioritise
  content and development
• E-Payments
• Diaries for home visits / site visits
• Bookings of CCC facilities
• All bookings, applications, forms capable of
  completion and submission on-line
• People
• Information / knowledge base for customer service
  staff within and outside CCC
• Need for senior programme manager business
  analysis / user interface

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Phones

• Customers
• Focus on ease of access / clarity / convenience.
  80 resolution at first contact
• All publicly advertised phone numbers through to
  one first point of phone contact
• All publicly advertised e-mail addresses should
  go through to one first point of contact
• Daytime hours of operation 8-8 Mon-Fri
• Services
• By March 07 - school admissions, school bus
  passes, free school meals, highways fault
  reporting, registration of births, marriages and
  deaths, info points calls, switchboard, existing
  helplines eg. CIS,
• Extend service offer from March 07 based on CCC
  A-Z
• Include outbound calling for customer surveys,
  consultation, targeted promotional campaigns,
  information provision, quality checks
• Single out-of-hours arrangement for all CCC
  services providing similar service levels to
  daytime
• People
• Building on the pilot 45 seats by March 07
  (potential reduction of 11 FTE on as-is) 100
  seats by March 08 to enable us to phase in work
  from other agencies and allow for seasonal peaks
• Specialist teams within contact centre
• Recruit for customer service skills
• Harmonisation of staff terms and conditions
• Property
• Single central contact centre
• Co-located with bulk handling distribution hub
  for outgoing mailshots
• Technology

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Face to Face

• Customers
• Reduce quantity of contact but improve quality
• Enhanced joint working with partners eg. to avoid
  multiple home visits, and to rationalise the
  number of physical locations
• CCC will undertake home visits to people who need
  them due to their physical circumstances or to
  verify circumstances
• Home visitors trained in a wide range of CCC (and
  partners) services
• Use of libraries/childrens centres in
  communities for enabled self-service
• Rationalise existing face to face locations /
  area offices with public access
• Links to office accommodation strategy
• Services
• Assess potential for future use of mobile /
  outreach services to promote e-take up
• Technology
• Staff supported by wireless technology but
  recognise it doesnt work across whole of
  Cheshire!
• People
• Close 14 IPs / redeploy / transfer posts
• Training for home visitors
• Harmonise terms and conditions of co-located
  staff across partner organisations

9
Post

• Aim to reduce the amount of incoming and outgoing
  mail
• Develop post handling facility somewhere in the
  county based on scanning incoming mail, printing
  and enveloping outgoing mail
• Due to relatively low volumes (7) this will not
  be a priority for the first phase of the
  programme

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Technology

• Customers
• enables us to be pro-active in service delivery
  - maximum fulfilment / entitlements to other
  services / you might be interested in this too
• Technology
• Tactical CRM system (LA CRM) 06/07
• Strategic CRM system 07/08
• Single integrated customer database
• Corporate Geographic Information System
• Integrated CRM, GIS and website
• Later phase assess potential of document
  management system all post to one central local
  location, scanned, indexed and distributed
  electronically. Original and valuable documents
  verified and returned
• Clear benefits management / realisation to
  support investment
• Services
• Differential access to all knowledge about
  customers across the organisation across
  systems
• Ability to link people and places and plan
  services proactively
• Encourage partners to interact with us
  electronically
• Property
• All establishments to have access to CCC
  broadband network and IP telephony
• State of the art, purpose built/designed,
  flexible property
• People
• Support for mobile working, reduced travel
  time/cost

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Working with other Organisations

• Take active role in Cheshire Warrington
  Information Consortium to promote efficiencies
  and streamlined access to service through
  collaborative working across the public sector
• Cheshire, Macclesfield, Congleton work together
  to answer each others calls (06/07)
• Call handlers in districts supported by CCC
  transactional website and joint telephony
• Joint out-of hours telephone contract (extended
  beyond current service levels) to ensure 24/7
  service with access to transactional services
  available on CCC and partners websites
• Face to face hubs operated out of joint BC
  offices / customer service centres eg.
• Chester Gorse Stacks with ICT link to library
  (09/10)
• Ellesmere Port Civic Hall
• Northwich Information Shop
• Winsford Wyvern House One-Stop-Shop
• Crewe new CNBC offices / town centre
  development
• Nantwich Civic Hall
• Macclesfield Town Hall Customer Service Centre
  (06/07)
• Congleton Town Hall (06/07)
• National Single Non-Emergency Number 101

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Milestones

• Vision to Programme Board 27 March
• Vision to Governance Group 13 April
• Policy Communications Strategic Panel
  Executive April/May
• From April 2006 E-take up and SMS take-up
  campaign
• May/June 2006 Business case / costings to Members
• 2006/07 Switchboard migration
• April 2007 45 seat contact centre (shallow
  services)
• Website transactional
• Joint customer services with Macclesfield
  Congleton
• October 2007 Post centre DMS operational
• October 2008 100 seat contact centre

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Towards The Business Case

• Savings
• Redesign existing processes strip out
  unnecessary steps / make connections
• Reduce duplication of processes and systems
  across the Council
• Economies of scale eg. single contact centre /
  manage peaks and troughs
• Shared services / partnership working
• Shift contact to cheaper methods eg. self-service
  for payments, bookings, applications
• Technical/prof staff
• Collect information once but use it many times
• Rationalise property eg. partnership
  one-stop-shops
• Travel costs / time
• Info points

• Costs
• Capital
• Woodford Lodge
• Property refurbishment
• Technology
• CRM
• GIS
• DMS
• Kit
• Woodford lodge
• Mobile working
• Networking
• Customer contact staff
• Training