Our Digital Journey
Esther Gunn-Stewart
Interim Head of Customer & Digital
Customer Service
Strategy
“North Ayrshire Council will
provide cost effective access to
high quality services. We will be
recognised as a leader in service
provision, continuously reviewing
and improving what we do”
Right first time
Development of
highly skilled
and motivated
staff
CUSTOMER
Consistent
service
delivery
Deliver
efficiency savings
•Channel Shift
•Failure demand
Committed to
continuous
improvement
and innovation
Underpinned by a robust
performance management
approach
Our Strategy
Face to Face
Digital
Telephone
Our Projects
Corporate
Complaint
Procedure
Develop an
online
account
Free
school
meals &
clothing
grants
Review
Scottish
Welfare
Fund
Ebilling for
Council Tax
Report a
repair
Special
uplifts
Waste
Processes
(Bins)
Customer
charter
View my
rent
Extract
Request
Website
review
Payments
Our Approach
Kai Six Sigma
Control
Define
Improve
Measure
Analyse
Customer Service Unit Pre 2012
Island officer (Grade 12)
Arran
Ass Island Officer (Grade 10)
Solicitor to the Council
Admin officer (Grade 7)
4 team leaders, 3 part time, managing 37
advisers over 6 locations. The ratio of team
leaders to advisers is 1:14
Team Leader 22 hours per week
Team Leader 32 hours per week
Team Leader 13 hours per week
7 Customer Services Advisers
12 Customer Services Advisers
7 Customer Services Advisers
Senior Clerical Assistant (Grade 4)
Customer Services Manager
Team Leader 25 hours per week
2 FTE Largs Local Office
Team Leader 22 hours per week temp
Reception and area based staff (3)
2FTE Saltcoats Local Office
Lagan system admin (Grade 7) temp
funding
5 Customer Service Advisers
Current Structure
Business
Development
Manager
Team Manager
Operational
Arran
Operational Manager
Contact Centre
2x CS Team Leaders
20 Customer Service
Advisers
Operational Manager
Complaint &
Feedback Manager
Customer Service
Centres
2 CS Team Leaders
15 Customer Service
Advisers
1 Lead Registrar
4 FT Business
Improvement
Officers
2 x Trainee BIO
Business
Improvement
Assistant
1 FT Business
Improvement Officer
(Training)
Web Analyst
2 x Web Author
Business
Improvement Officer
(Complaints)
Our approach
Structured approach
• Service reviews
• Service champions
• End to end process
Customer and
staff
engagement
• Insight
• Surveys
• Focus groups
Track record of
delivery
• Lean 6 sigma tools
• Agile approach
Customer Insight
Analyse existing
demand information
Identify key groups
with interest
and influence
Create and use
customer personas
Customer Focus
Groups
Customer Surveys
People’s Charter
Training &
Development
Aligned with
values
Reward &
recognition
Input to
shaping future
of service
Measure
performance
Customer Insight
•
•
•
•
Importance of mobile technology
Impact of “number withheld”
Changes to terminology
Simplify e-forms
Success
Customer
Satisfaction increased
from 91% to 98%
with 74% of
customers delighted
% of calls answered
increased from 84%
to 95%
% of complaints
closed on time
increased from
78% to 91%
Queue times in
our service centres
reduced from 12
minutes to 4 minutes
Telephony
Performance
Average customer
wait time reduced
by 39%
Calls Answered
Average advisor
wrap time
reduced by 55%
100%
% Calls Answered
95%
90%
Calls
Calls answered
answered
per month up to
per month
96%
up to 96%
85%
80%
75%
70%
Calls Answered
April
83%
May
88%
June
81%
July
91%
August
95%
September
96%
Case Study
Free School Meals & Clothing Grants
•
•
•
•
0845 number
Seasonal peak
High level of repeat calls
Ability to deliver proof of concept for channel shift
Process
Customer visits
office
Completes form
Provides proof
Payment authorised Money released via BACS
Application keyed to
SEEMIS
Process
Customer calls
Contact centre
Eform completion, proof checked,
info keyed to SEEMIS
Payment authorised
Money released
via BACS
Process
Email updates to customers
Pre application
checks
Online
Info keyed to SEEMIS Payment authorised
confirmation
Money released
via BACS
Process
Info extracted from Benefit system,
matched against SEEMIS, application
created on SEEMIS & Lagan
Email updates to customers
Payment authorised
Money released
via BACS
Case Study
Free School Meals & Clothing Grants Results
Total Calls
9000
8000
•
•
•
•
7000
6000
5000
4000
3000
2000
1000
0
Calls Received
2012
7735
2013
6580
2014
3852
2015
3147
60% of applications via self-service
59% reduction in call volumes
20% reduction in failure demand
£22k reduction in costs
Case Study
Free School Meals & Clothing Grants Results
On a scale of 1-5 (1 being Disappointed and 5
being Delighted), how did you feel about the
service provided using the online application?
100
90
80
70
60
50
40
30
20
10
0
%
• 92% of customers delighted
• 84% of customers rated the
service 5/5 for ease of use
• Satisfaction levels for telephone
access also increased
1
0.3
2
0
3
2.5
4
5.6
5
91.6
Clothing Grants &
Free School
Meals
20% reduction in
failure demand
92% of customers
delighted
Channel Shift
30000
120%
25000
100%
20000
80%
Percentage
Amount
Cost per Total Calls
15000
60%
40%
10000
20%
5000
0%
0
Cost Per Total Calls
Calls
answered
per month
up to 96%
2012
25834.9
2013
26583.2
2014
7126.9
2015
6325.98
Traditional
Self-Service
2012
100%
0%
2013
100%
0%
2014
67%
33%
2015
47%
53%
Customer
Testimonials
“very quick and
easy this year”
“service was much
quicker than last
year and all the staff
were very helpful”
“exceptional
service”
“online so much
quicker”
“brilliant
service”
3 Key steps
• Get the right people into the right
jobs
• Customer led design
• Design for the majority