Agenda item

The Commission considered a report of the Director of Corporate Resources, the purpose of which was to provide an update on progress made in the delivery of the Council’s Customer Programme, including the current approach being taken and the successes so far.  The report also set out the Council’s proposed approach to automation as an enabler for improving the efficiency and effectiveness of Council services.  A copy of the report marked ‘Agenda Item 9’ is filed with these minutes.

In introducing the report, the Director provided a presentation which included examples of some of the work undertaken.  A copy of the presentation slides is filed with these minutes.

Arising from discussion, the following points were made:

(i)               The Council had over 3,000 separate service routes through which customers could access Council services.  It received over 400,000 contacts per month (excluding web page visits).  This was therefore a major programme of work which would cut across all departments.  Members commented that with so many ways to contact the Council it would be important to ensure the Programme did not overcomplicate this by adding even more channels.  Variety was important but there was a risk that to many options could add complexity and confusion.

(ii)              The two key drivers behind the Programme were the worsening financial position of the Authority and the change in customer behaviour and expectations, accelerated by the Covid-19 Pandemic.  There had been a sharp increase in those seeking access to services and information through digital channels.  A Member commented, however, that approximately 28% of people were not digitally enabled and so there was still a large proportion of people that would require access through traditional channels. 

(iii)            Members raised concerns that digital options could alienate some residents, particularly those most vulnerable and in need of support.  The Director confirmed that accessibility was paramount, and the Programme was not seeking to remove any of the current means of contacting the Council.  However, as the Programme progressed some might cease or be adapted if they were found not to be operating well.  All channels would be analysed in detail and reviewed end to end to ensure these were not wasteful and inefficient.  Members were reassured that those non-digital channels that worked well and were being utilised by residents would always remain for those that needed them. 

(iv)            Members noted that the Programme was in its early stages, but that good progress was being made and the forecasted savings target within the MTFS was expected to be met this year and next.  In response to questions raised, the Director confirmed that these were real savings, taking account of all project delivery costs, that would be delivered year on year.  The budget of service areas achieving customer efficiencies including the Customer Service Centre (CSC) would therefore be a permanent reduction. 
  

(v)             Members noted that, at present, the Programme was focused on ensuring online options were available and worked well for those that wanted to use them. A key aim would be to drive out wasteful processes that were no longer appropriate for a modern organisation and which were time and resource intensive.  This would allow more time for face to face and telephone contact for those that needed this most. Self-service options had been developed, for example, for blue badge applications.  These had been well received by residents and significantly reduced the number of contacts made to the Council.  

(vi)            Regarding the blue badge online application process, Members noted that an appointment option had been established and customers that struggled with the online form could book a dedicated timeslot with an officer who could talk through and complete the form with them.  The reduction in unnecessary contact with the CSC meant there was more time to provide this dedicated level of support.  Members noted, however, that of those that contacted the CSC for advice about the online service, only a quarter went on to require a dedicated appointment.  The feedback provided was that with some initial support, many would prefer to use the online option.

(vii)          Members noted that the reduction in demand for those contacting the Council by telephone had resulted in call queue times being reduced from an average of 24 minutes to 3 minutes.  Whilst welcomed, a Member suggested that in some areas, call waiting times were still too long and that this continued to be a cause of frustration for residents.  A Member challenged if this reduction in demand was genuine, or if there was an element of people being fearful of digital options and so abandoning contact altogether.  The Director clarified that demand was not reducing but there had been a shift in the channels accessed.  Demand for blue badges had therefore remained constant, but most contact was now made via the online self-service application form.  Similarly for school admissions, improved digital processes had reduced the volume of calls received. 

(viii)         A Member suggested that the terminology in the report was not entirely reflective of the purpose of the Programme.  For example, introducing self-service options was not to reduce customer contact per se, but to provide an alternative route for such contacts.  This was therefore more about enhancing and improving the quality of access provided.

(ix)            A Member questioned if consideration had been given to the development of a Council mobile app.  The Director confirmed that this had been looked at and was being kept under review.  There were both benefits and disbenefits to this option.  The development of an app would be costly both to at the outset and in ensuring this was kept up to date.  Also, most residents that interacted with the Council did so on an irregular basis and so would be unlikely to download and use it.  Therefore, priority had been given to the mobile optimisation of the website. 

(x)             Members commented that their contact with the CSC was good, with enquires being acknowledged, numbered, and feedback provided in a timely way.  However, issues arose when matters were then referred to departments for response.  A lack of response (or update) from departments often resulted in frustration and repeat contacts and complaints. Members agreed that communication was key, as was a clear expectation around response times. Members noted that so far, the Programme had focused on the CSC, but that the intention would be to reach out into departments to make sure the end-to-end process for customer and member contacts worked well.  Members suggested that a clear protocol with timescales that extended to departments was necessary to better manage expectations and avoid what was a common area of dissatisfaction.  The Director undertook to consider this further and to look at how current processes could be improved to address this as part of the Programme.

(xi)            A Member challenged if new hybrid working arrangements could be having an impact on customer and member contact, causing delays within departments.  Another Member commented that staff working from home were still working and that this needed to be made clear.  However, the Council was operating with reduced resources, and so had to target these where they would be most effective. 

(xii)          Members agreed that this was a far-reaching programme, and that progress would need to be monitored.  The Commission requested that more detailed updates be provided as the Programme was progressed including case studies of the changes made to demonstrate how well this was working, the challenges faced and how these were being mitigated. 

(xiii)         It was suggested that as the Programme was rolled out to departments, consideration should also be given to updating the relevant departmental overview and scrutiny committees.   Furthermore, as all Members were a key point of contact for residents, it would be important that they were kept informed of changes and able to provide feedback.  It was suggested that an all member briefing on the Programme would be beneficial.

RESOLVED:

(a)    That the update on progress being made in the delivery of the Council’s Customer Programme and the proposed approach to automation be noted;

(b)    That a further, detailed update on progress be provided to a future meeting of the Commission including case studies of the changes made to demonstrate how well this was working, the challenges faced and how these were being mitigated;

(c)    That the Director of Corporate Resources be requested to:

(i)               Consider the comments now made regarding the need for improvement when CSC contacts were passed on to departments;

(ii)              Consider providing an update to the relevant departmental overview and scrutiny committees as the programme was rolled out into individual departments;

(iii)            Provide an all member briefing on the Programme given that elected Members were a key point of contact for residents, and through whom many contacts with the Council were made.