Agenda item
CUSTOMER EFFORT DASHBOARD
To monitor the progress achieved in relation to developing the Customer Effort Dashboard and the feedback trend from the new telephony system.
11.00am – 11.45am
Minutes:
In the absence of
the Lead Member for Community Infrastructure the Head of Customers,
Communications and Marketing introduced the Service Improvement Manager’s
report (previously circulated) which provided the Committee with an overview of
the Customer Effort and Customer Satisfaction results.
The report
contained examples of verbatim and suggestions for service improvements based
on the feedback received. Members were reminded by the Head of Service
that the Customer Effort and Satisfaction Dashboard, had initially been a pilot
project, but following its success the system had been introduced as an
integral part of the Council’s Customer Services Centre.
Following a
discussion with the Council’s Senior Leadership Team (SLT) work was undertaken
to extend the service to other Council customer facing services, these were
services that had a high volume of calls from the public and other
stakeholders. - during the twelve months up to September 2018 the survey
has been extended to four council services and up to 13 different
sections.
According to the
Service Improvement Manager the system had the ability to produce reports on
how much effort had been required on the customer’s behalf to resolve their
enquiry together with the customer’s satisfaction rate at the end of the
process.
Over 12 months,
analysis of this information identified 3 emerging themes as to why customers
were not satisfied following their contact with the council:
·
the
caller having been transferred, or given a direct-dial number to call, their
call was not answered;
·
the
caller having left a message on an answerphone was not called back; and
·
having
had their enquiry logged onto the system and asking for a specific Service to contact
them, no call-back was received
That led to the
Better Telephony Project – increasing
customers’ ability to ‘get to the right place 1st time’ when dialling the
Councils main telephone number 01824 706000.
Responding to
members’ questions the Head of Service and Service Improvement Manager:
·
agreed
to include in future reports actual figures in addition to percentage
figures;
·
confirmed
that the number of mobile telephone surveys completed and returned was pleasing
and was above the average return figure for surveys in general;
·
advised
that the Council was not intending on introducing a mobile phone/tablet App for
the purpose of undertaking these types of surveys as local authorities who had
introduced them were now phasing them out - due to the complex ICT requirements
and ‘back office processes needed to support them.
Denbighshire County Council’s website was well used by residents and
customers for interacting with the authority and developing the website further
for this purpose was deemed more effective than introducing an App:
·
advised
that the new Customer Relationship Manager (CRM) System which was due to be
introduced in late October or early November 2018 would work effectively with
mobile phones and would improve end to end processes and consequently support
resident/customer interaction with the Council;
·
confirmed
that the data received from the surveys was used to improve services with a
view to ensuring that all Services complied with the Corporate Standard for
service delivery – the Denbighshire Way. Nevertheless there would always
be room for improvement both internally within the Council and externally with
stakeholders;
·
advised
that the data received from the surveys was analysed by a working group made up
from officers from the main customer facing services.
Service representatives were able to drill down the data and identify
which individual advisor within their Service had dealt with the query and
address any issues or shortcomings raised with a view to improving service
delivery in future.
Similarly, the feedback could be used to identify best practice and to
convey praise and personal gratitude to individual advisors;
·
undertook
to investigate why some elected member queries were still registered a ‘pink’
on the members’ queries tracking system (EMMA)
·
advised
that whilst EMMA was an effective way for checking progress in dealing with
enquiries, it was important that officers responded to enquiries via
Emma. The new CRM system would replace EMMA for member queries;
·
confirmed
that all outstanding queries on EMMA were report to the Council’s SLT on a
weekly basis;
·
reassured
that whilst the aim in the long-term was to increase the number of electronic
interactions with the Council via the website, this did not mean that residents
etc. would not be able to contact the Council by telephone or face to face if
that was their preferred communication method. By increasing
opportunities for residents and others to contact the Authority
electronically at time which was convenient to them the Council could
make more effective use of its resources i.e. releasing capacity within telephone and
customer facing environments to help more vulnerable, and those needing support
to transact with the council ;
·
advised
that the Council’s Customer Services Department conformed with all Welsh Language
Standards which were applicable to its services;
·
confirmed
that Society for IT Managers in the public sector (SOCITIM) audited the
Council’s website on an annual basis and under its standards it consistently
received a 3 out of 4 star rating – Cardiff City Council being the only one in
Wales to be given a 4* rating.
Denbighshire’s website was managed and administered by an internal team
of officers and not outsourced, therefore the Team’s focus was permanently on
the Council’s website and Council services’ micro-sites;
·
confirmed
that residents, officers and councillors alike were all regarded as customers
when raising enquiries with the Customer Services Department. The new CRM
system will refer all enquiries directly to the relevant service;
·
acknowledged
that elected members were often approached by residents with day to day
enquiries which could easily be resolved if they contacted the Council
directly.
The Authority had a presence on a number of social media platforms and
whilst officers could not trawl for individual queries left on social media
sites elected members could direct residents to those platforms for general
information, telephone numbers or updates on issues etc.; and
·
advised
that discussions were currently underway with ICT and the company responsible
for supplying the visitor registration terminals called ‘Entrysign’
in Council offices’ reception areas on ensuring that the information displayed
on the terminals was entirely bilingual.
At the conclusion
of a detailed discussion the Committee:
Resolved: -
(i)
subject to the above observations and the
actions identified above being progressed to receive the report; and
(ii)
to request that a report be presented to the
Committee in twelve to fifteen months’ time reviewing the implementation of the
new Customer Relationship Management System and its performance in delivering
efficient and effective customer focussed services in line with the product
specification and the Council’s expectations
Supporting documents:
- Customer Effort Dashboard Report 270918, item 6. PDF 199 KB
- Customer Effort Dashboard Report 270918 - Apps, item 6. PDF 445 KB