STAFFORDSHIRE MOORLANDS DISTRICT COUNCIL. Community Overview and Scrutiny Panel

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1 STAFFORDSHIRE MOORLANDS DISTRICT COUNCIL AGENDA ITEM 8 Community Overview and Scrutiny Panel 26 th November 2008 TITLE: PORTFOLIO: OFFICER: WARD: CRM Data - High Level Ward Analysis and Issues Customer Services Corporate Director and Chief Finance Officer Non-Specific 1 Purpose of Report 1.1 To inform members of the potential for the use of data derived from the CRM and VOIP systems to bring about improved service focus and performance. 2 Background and Introduction 2.1 The Council s first Information Management Strategy was developed in The emphasis was upon improving the use of the information assets of the Council to enable a more efficient economic and effective use of the information asset at our disposal. The aim is to ensure the right information to the right place at the right time in the right format to support sound decision making. 2.2 The benefits from better information management include:- Cost and time savings (improved productivity through more efficient use of information) Legislative compliance Better customer service (including reducing avoidable contact) and community engagement Support for excluded citizens/citizens at risk Facilitation of Business Continuity management Greater responsiveness for the challenge of transformation Reducing the opportunity for data loss, poor quality data and theft. 1

2 2.3 Information management will underpin best practice in data quality, storage, accessibility, integrity and security and will support the Council s Corporate Plan. The Information Management Strategy is in the process of being updated. 2.4 This report focuses upon the information asset held within the Council s CRM (Customer Relationship Management) system and associated data held within the Council s VOIP (Voice Over Internet Protocol) telephony system. These systems have now generated a significant amount of information about how the Council interacts with, and responds to Customers. 2.5 The authority is now in a position to exploit this information in order to provide better and more targeted services. In particular this will also be useful in identifying those parts of the community that do not contact the Council. Call volume data is now real-time and has helped improve the approach to telephone answering considerably in the last 12 months. As an example, it showed that at a critical period in 2007/08 a significant number of calls were repeat calls which highlighted failings in service delivery elsewhere in the Council. 2.6 The Council s developing approach to information management is key to dealing with issues of social exclusion. Access to and intelligent exploitation of our information assets, together with partners, is stimulating new ways of working and designing services for the disadvantaged. It has formed an important part of the authority s Digital Inclusion Beacon Bid. 3 Top Level Raw Data Analysis (CRM and Voice Data) 3.1 As an illustration of the potential the CRM and VOIP system an extract containing every transaction from the Council s CRM system was made covering the 12 month period July 2007 June This totalled 44,120 transactions across 130 transaction types % of transactions have been allocated to a ward (through the unique property reference number (UPRN) of the property against which the issues is recorded, or failing that the postcode noted at the time of the transaction). The 5% that cannot be allocated currently to a ward are attributable to issues on start-up, commercial properties not having a UPRN, an issue being recorded against a postcode that spans more than one ward, etc. 3.3 The graph below plots the different channels used for both service requests and enquiries. The top line shows the number of phone calls received by the contact centre. All the information behind this macro view can be broken down by channel, day and transaction type. It should be noted that the peak in the initial months were largely attributable to a major spike in customer contact triggered by the rollout of the revised recycling routine. 2

3 Contact Trends Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul CRM Enquiries (Face to Face) CRM Enquiries (Post) Phone Calls Answered CRM Enquiries (Phone) Service Requests (all channels) Web Service requests 3.4 Through the VOIP telephone system call traffic, including repeat calls can be analysed. For 60% of calls the Council has access to the callers number. The graph below indicates the number of repeat phone calls within a calendar month (note that this is not a rolling month; so for example calls on 28th and then 3rd of the next month would not be caught through this approach). When analysing these calls it shows that a significant percentage are repeat calls. This indicates an immense opportunity to manage avoidable contact through identifying service delivery failure or where the Customer is requesting an update where the service delivery timeframe (i.e. SLA) is not clear to them. Measuring performance against SLA will further highlight opportunities to minimise avoidable contact. 3

4 Repeat calls (within a month) by Service Area 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Benefits Environmental Services Planning Revenues Switchboard 3.5 From October 2008 it has been a requirement of National Indicator 14 for the Council to record avoidable contacts and the reasons for these. From this it is expected that the Council will be able to act to reduce the need for multiple contacts. Improving the customer experience and realising greater efficiency of performance. 3.6 The VOIP system can also provide statistics about activity in the contact centre, analysed when each phone is logged in. The following graph, which excludes team leaders, highlights at the highest level where time is spent. Average Daily Resource usage by Month FTE Aug- 07 Sep Oct Nov Dec Jan- 08 Feb Mar Apr May Jun Jul Idle True Talk time Outbound Make Busy 4

5 4 High Level Analysis 4.1 By drilling down into the CRM data by transaction type we can identify those transactions that make up the vital few (i.e. the transactions that are most commonly used). It should be noted that only the transactions that are processed through the CRM system are included in the analysis. 4.2 Of the 130 transaction types the following 11 make up the top 63%. Transaction Type No. of Transactions % of Total Council Tax Change of Address (3 transactions) 5,242 12% Garden Waste Containers * 4,975 11% Recycling Containers * 3,569 8% Domestic Waste Collection * 3,259 7% Recycling Collection * 2,784 6% Bulky Uplifts 2,015 5% Council Tax Change of Circumstances 1,821 4% Housing Benefits New Claims 1,710 4% Housing Benefits (Intention to claim) 1,294 3% Housing benefits Change of Circumstances 1,025 2% Fly tipping 650 1% * Here, 75%+ of the transactions occurred in the 6 months July December 2007) 4.3 The above transactions could be examined as a priority in order to identify the waste in terms of business process and service area delivery in order to identify further efficiency savings. 5 Ward Analysis 5.1 The CRM data has been plotted against ward, giving a picture of service request and delivery in each ward, highlighting hot spots, problem areas and potential issues. The diagram below shows the % of transactions for the major transaction types in each ward. 5.2 As an example, the analysis shows that: Caverswall has a relatively high percentage of street cleansing issues when compared to other wards (18% of all requests are related to street cleansing) Werrington has a high proportion of Environmental Health requests (19% of all requests are this transaction type). 61% of requests in Horton were related to Waste Collection. 26% of transactions in Biddulph East and 25% in Cheadle North are benefits related. 5

6 Service Area Distribution by Ward 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Unknown Alton Bagnall Stanley Brown Edge/Endon Biddulph East Biddulph Moor Biddulph North Biddulph South Biddulph West Caversall Cellarhead Cheadle North East Cheadle South East Cheadle West Checkley Cheddleton Churnet Dane Forsbrook Hamps Valley Horton Ipstones Leek East Leek North Leek South Leek West Manifold Werrington Waste Collection Local Tax Benefits EH Housing Street Cleansing Misc NNDR Planning 5.3 In order to provide a factor of proportionality, the percentage of transactions that occur in each ward can also be considered according to the number of domestic properties in each ward where the is is appropriate. 5.4 All of this data can be used to help inform the approach to service provision in the wards of the district, and will be available for publication on the local community websites (through my moorlands ). The information can also be used to help inform senior stakeholders about the nature and volume of services that the Council undertakes as part of its day to day business, indicating seasonality and trend etc. In a twelve month period the authority dealt with: 571 Deaths (5% of all requests for Forsbrook) 300 Dog Fouling Issues (5% of all requests for Forsbrook) 290 Noise Complaints (12% of all requests in Biddulph East) 88 Abandoned vehicles (12% of all requests in Leek North) 504 Street Cleansing Request (5% of all requests in Checkley) Limited take up of Council tax direct debit in Biddulph South Most stray dogs are lost in Biddulph North and most stray dogs are found in Leek North 6

7 Number of service requests raised compared to properties (jan 08-Jul 08) WERRIN MANIFO LEEKWE LEEKSO LEEKNO LEEKEA IPSTON HORTON HAMPSV FORSB DANE CHURN CHEDD CHECK CHE_WE CHE_SE CHE_NE CELLAR CAVERW BID_WE BID_SO BID_NO BID_MR BID_EA BE_END BAG_ST ALTON 0% 10% 20% 30% 40% 7

8 6 Issues Arising from Analysis and Proposed Approach to the Next Stages of Service Review 6.1 A number of issues arise from the analysis The analysis of service requests would be improved if all service requests (included services provided by a third party e.g. Parkwood Leisure) were processed through the CRM system It is essential that all service requests are linked to a ward to allow for a complete analysis Further improvements are required for the service delivery processes for the large volume customer led services i.e. local taxation, housing benefits, planning, and environment The information available can be used to instigate improvements to significantly reduce unavoidable contact The data can be used to improve contact centre operator efficiency SLA s should be formally adopted between front and back office and monitored and managed effectively GIS could be used to report data more effectively particularly to support the locality working initiative 6.2 A number of actions are proposed to address these needs as follows: Proposed Action End Date Responsibility Ensure all transactions can be allocated to a ward December 2008 Business Analyst (SMDC) Build 3 rd Extracts Party Data into CRM Business December 2008 Business Analyst (SMDC) Complete Major Service BPR work in the four main service areas March 2009 Head of ICT and Corporate Procurement (SMDC) Implementation and Monitoring of SLAs for top 20% of transactions March 2009 Head of Customer Services (SMDC) Establish potential for intranet based GIS to improve process efficiency/customer satisfaction March2009 Head of ICT and Corporate Procurement (SMDC) Design approach to encourage interaction with non-service users. March 2009 Head of Customer Services (SMDC) 8

9 Proposed Action End Date Responsibility Transfer all remaining customer service functions to Customer Services via BPR of the remaining service areas. June 2009 Head of ICT and Corporate Procurement (SMDC)/ Business Analyst (SMDC) Undertake Front-Office BPR/Analysis, Call Centre Modelling and analysis of contact centre operator efficiency (busy time vs idle time). June 2009 Head of Customer Services (SMDC) Undertake process reviews for major transactions (e.g. Change of address) June 2009 Business Improvement manager (SMDC) ANDREW P STOKES Corporate Director and Chief Finance Office Contact Officers Chris Elliott Head of ICT & Corporate Procurement Peter Dunkley Head of Customer Services 9