1. Steven SkellyCustomer First Rebecca McDonaldProgramme Management Office Service Improvement:- Cost Architecture Scottish Pilot Case Study

2. Customer First

3. A Vision for Customer Management 2010/112011/122012/13 Strategic Direction Get it right at first point of contact Reduce failure Processes simplified and standardised PSE Principles – Customer First Get it right first time all the time Join up across the council Drive change, modernise and improve One vision for personalised customer service built around needs, priorities and preferences One customer segmentation model Customers More services online Customers involved in design and feedback Less complaints Assist access where there are barriers due to language, disability or finances Reduce the number of times customers supply information Choice of access channels 24/7 Those who can self serve Self assessment and joined up eligibility criteria Proactive offering of services People Highly trained Release productive time for professional staff Staff empowered to find solution Right knowledge and systems at finger tips Multi skilled staff Customer Service Professional qualification for all frontline staff Staff trained in new ways of working Organisation Lean reviews Virtual contact centre Reduce costs Regardless of where and how consistent and standard processes will exist Reduce costs Channel management e.g. cheques Information shared Service points at all major council premises e.g. libraries Excellent customer service costs the organisation less Technology New and up to date web environment Secure e-forms Book and pay for services Members portal Workflow and scheduling used One true source of customer details CRM fully integrated Single view of the customer Fewest number of supported technologies

4. Modernising Government Agenda - Electronic Targets Best Value Review of Customer Contact - Baseline measures for improvement New major office being commissioned Improved access to services 8am – 6pm CRM – Improved customer tracking (Council Wide) Choice of access method - Cost effective channels One door approach to services - One stop shops Sorting out the complexities of the council - Advocates Consistent level of service - Same service not always given Frees up professional staff - Identify front/back office split E-government targets Why?

5. Customer Services Please note that our Customer Services Team are available 8am – 6pm Monday to Friday. You can contact them using the following methods: Face-to-face:Barrhead Council Offices 211 Main Street, Barrhead Eastwood Headquarters Eastwood Park Rouken Glen Road, Giffnock Telephone:0141 577 3001 Fax:0141 577 3421 E-mail:customerservices@eastrenfrewshire.gov.uk Text-phone:0141 577 4870 Website:eastrenfrewshire.gov.uk

6. Customer Service Officers will help you with - Special Uplift requests Cleansing and Recycling requests Council Tax and Benefits enquiries Recruitment School Holiday Programme Planning Enquiries Sports Development Building Control Enquiries Customer Complaints Requests for Interpreting and Translation Services Blue Badge applications Clothing Grant and Free School Meals Pest Control – Dog Warden requests Housing enquiries Social Work enquiries EMA / Education Disclosure AND THE LIST IS GROWING!!

7. Customer Management Programme VCA – Diagnostic Exercise Phased Customer Programme Phase1: -Trade Waste -Licensing -Registration -Community Facilities -Sports Pitches Bookings

8. Benefits?....Eh?...

9. Public Service Excellence 6 PSE Principles: One council approach Clearer strategic intent Customer First as the main point to handle enquiries Increase services online Improved asset management Support activities streamlined and duplication removed WHY - Need to become more efficient but at same time enable more customer oriented services – SWITCH LEFT

10. Governance Structure Meetings / Reviews Communicate Strategy & direction Status, actions, issues, request for help Cabinet Mtg PSE Board Mtg Steering Group Mtg Programme/Project Mtgs PMO Mtgs

11. ERC 5 Stage Programme / Project Delivery System Evaluation Redesi gn Project Prep Final Prep Final Prep Go Live & Suppor t Go Live & Suppor t Scope Benefits Approval Scope Benefits Approval Purpose Demand ‘As Is’ Process Mapping Milestones Purpose Demand ‘As Is’ Process Mapping Milestones ‘To Be’ mapping Org Change Training Plan Communication Plan ‘To Be’ mapping Org Change Training Plan Communication Plan Get Ready Training Communication Get Ready Training Communication Implement Monitor Implement Monitor Cost Calculator

13. Cost Calculator Approach Required project methodology for data collation Used Lean Demand Analysis for channel calculations

14. Cost Calculator Approach

15. Required project methodology for data collation Used Lean Demand Analysis for channel calculations Captured salary costs for all parties involved in process

16. Cost Calculator Approach

18. Required project methodology for data collation Used Lean Demand Analysis for channel calculations Captured salary costs for all parties involved in process Time recording exercise – need to refine

19. Cost Calculator Approach

21. Required project methodology for data collation Used Lean Demand Analysis for channel calculations Captured salary costs for all parties involved in process Time recording exercise – need to refine Overhead information non - specific

22. Cost Calculator Approach

23. Cost Calculator Summary

24. Cost Calculator - Redesign Review non-value add areas Review high cost activities Capacity: - Licensing Team - Admin - Manager - Front office / Back office Apply to other processes

25. Cost Calculator - Lessons Learned Sound platform for project cost calculations Calculator useful in generating a figure for unit costs per transaction channel Provided useful ‘As Is’ baseline –assumptions caveat! Staff utilisation

26. Cost Calculator - Recommendations Simplification of the calculator Automatic calculation of ‘as is’ costs and ‘to be’ costs within same spreadsheet –data needs to be input twice with a manual calculation for the savings figure Cell protection in spreadsheet an issue – difficult to review formulae and linked cell references Include actual staff utilisation rates to account for all off service time e.g. ASH (Absence, sickness, holidays etc)

27. Benefits Customer First Professional Customer Care Standards Extended Opening Hours – increased availability Increased Choice - Location of service Consistency of Service Delivery Streamlined Processes Generic & Staff Utilisation Freed up Office Space Sale of Assets Cost Savings?

28. Questions